From the Mouths of Presidents

Photo Credit: Richard Chicoine iCopyright 2009

For centuries, people have gathered under the full moon to tell stories. This is where culture and wisdom are transferred and transformed, generation to generation. This is how are young learn about the power of laughter to glue communities together. This is why our spirits soar.

Why Leaders Must Ask Good Questions

“Mistakes? When things don’t go according to plan, is that a mistake?” - President Bush at his final press conference, January 12, 2009:

Well, Mr. President, that is a good question. And it’s one that many leaders should be asking during staff meetings.

Being brave enough to speak the truth isn’t nearly as important as having the courage to ask the questions. Leaders who are consistently willing to listen, face people eye to eye and then follow up with more questions - to get the rest of the story - are the ones who create momentum for their business. They know that what isn’t said on the front lines is a source of crucial data. Underlying factors that aren’t allowed to surface can contribute to low morale, waivering commitment and frequent turnover. So when things don’t go according to plan, perhaps the mistake is the leader’s, in not asking really good questions.

The theory that is attributed to probing, listening and reflecting, is called “Appreciative Inquiry”. “AI” in its simplest form, is a branch of “Facilitation Skills”. It is most useful when an organization, or an individual is involved in creating or stimulating change.

“I can answer the question. But am I bright enough to ask it?” – James Lee Byars

At the project level, AI contributes to buy-in and productivity. In its most complex practice, AI leads the strategic process to create positive transformations in organizational culture and behavior.

At all levels, it is the search for the best in people.

AI as a methodology leads us to “guiding principles” by understanding behaviour, crafting significant questions, and appreciating and respecting varying points of view.

Every human system is diverse. Some areas function well, contributing life, vitality, effectiveness and success to the organization. Rarely do organizations consciously plan for gaps, bottlenecks and inefficiencies.

When the system breaks down – as it inevitably will (Chaos? Turnovers? Mergers? Changes in Leadership?) how is the revitalization handled? How does the system communicate? What happens when mistakes are made, or when the plan does not unfold the way we assumed that it would?

Founder of the methodology, David Cooperrider, explains: “In AI, the arduous task of intervention (problem solving, conflict resolution, etc.) is replaced by the speed of imagination and innovation. Instead of negativity, criticism and spiraling diagnosis, there is discovery, dream and design.

According to AI philosophy, human systems grow in the direction of what they persistently ask questions about.”

Whether your leadership position is presidential in scope, or you are on the executive of a non-profit organization, think about the questions you ask, especially when times are tough, mistakes are made, or there are changes to be made. Remember that your network behaves as you – the leader – behaves.

When your actions speak louder than words, when you show respect by listening to the stories and a non-judgmental attitude when a problem needs attention, you will set the stage for more good questions to be asked, and to discover what people really care about.