19 Feb
2019
AddThis Sharing Buttons
Share to FacebookShare to TwitterShare to LinkedInShare to Email
Rather
than having all the answers, good leadership is all about the art of asking the
right questions, writes Michelle Gibbings
In
today’s fast-paced world, there’s often an expectation that leaders need to
have the answers at their fingertips, that’s it’s not OK to say “I don’t know”
or “I’m not sure”.
However,
it’s not possible for leaders to have all the answers all the time.
Additionally, we are surrounded by more information than ever, and it’s
becoming harder to know which sources to trust.
Discernment
and good judgment are critical – particularly because in a complex, ambiguous
and interconnected world, everything may not be what it seems. When we take
something on face value, we may be missing key pieces of information or
overlooking unseen options. And when leaders hold dogmatic views and are
certain about their opinion, they open themselves to decision failures.
Your
mindset is critical
History
is littered with stories of leaders who thought they had the answers, ignored
advice and consequently made poor decisions – from the failure of Kodak to
AOL’s disastrous purchase of Time Warner to the collapse of Lehman Brothers.
When
leaders are certain they are right, they close themselves off to other ideas
and different opinions. This can lead to poor decision-making due to the bias
we all have in how we process information and make decisions.
Stanford
academic Carol Dweck confirmed this in her research on fixed and growth
mindsets. She found that people who have a fixed mindset see intelligence as
static – a fixed trait. As a result, they always want to look smart and appear
as though they have all the answers. They believe that success is based on
talent alone, not work.
This
means they will avoid challenges and give up more easily. They also ignore
feedback, which they see as criticism, and they often feel threatened by the
success of others.
In
contrast, people with a growth mindset believe intelligence can be developed
through hard work and effort. Consequently, they are more eager to embrace
learning, take on challenges and persist in spite of setbacks. They love
learning and usually display higher resilience. They are also more willing to
learn from others and receive feedback.
Embrace
scepticism
In
contrast, leaders who are comfortable with uncertainty have a growth mindset
and are more willing to embrace the art of curiosity. They recognise that good
decision-making comes from asking lots of questions, not finding the one right
answer.
And
that’s where scepticism plays its part. According to the dictionary, to be
sceptical is to be not easily convinced or to have doubts or reservations. It’s
easy to paint the sceptic in a negative light – as the person who’s cynical and
therefore to be dismissed.
In fact,
being sceptical means you are curious. It means you recognise you don’t have
all the answers and are open to challenge and debate, rather than having a
fixed idea or opinion. Sceptics question. They critically think and ponder
ideas. They reflect on what is really happening. In doing this, they take the
time to ensure they are:
·
Considering what’s happening around them and reflect on what they
are seeing and hearing, and therefore what action should be taken
·
Challenging assumptions they and others may have to ensure they
are making a good decision and are being open to dissenting views and outlier
opinions
·
Checking their facts and interpretations of those facts as they
are on the lookout for bias, which may adversely impact their thought processes
and decisions
The art
of the good question
Leaders
who are comfortable with uncertainty have a growth mindset and are more willing
to embrace their curiosity. They recognise that good decision-making comes from
asking lots of questions, not finding the one right answer.
This
isn’t about asking a question to get the answer they want. Instead, leaders
need to ask questions that:
·
Clarify their understanding
·
Help to seek out different ideas
·
Ensure that outlier opinions and diverse views are heard
·
Make sure the trade-offs from decisions are clearly articulated
·
Uncover elements that may be missing from the conversation
·
Ensure the discussion has examined the issue from multiple
perspectives
·
Challenge their own thinking process and the processes of those
around them
By asking
questions, leaders show they are interested in the ideas being shared and open
to new information and thoughts. They are also welcoming divergent views and
encouraging debate and discussion – all characteristics that are critical for
successful leadership. So instead of encouraging leaders to find the answers,
encourage them to ask the right questions.
It was
the French anthropologist Claude Levi-Strauss who said, “The wise man doesn’t
give the right answers; he poses the right questions.” Being open to asking the
right question is a hallmark of influential leadership. So, what question will
you ask next?
Michelle
Gibbings is a change leadership and career expert and founder of Change
Meridian. Gibbings works with global leaders and teams to help them accelerate
progress. She is the author of Step Up: How to Build Your Influence at Work.
For more information, visit www.michellegibbings.com or contact
michelle@michellegibbings.com.
No comments:
Post a Comment