SlideShare a Scribd company logo
1 of 11
Download to read offline
The Art of
Asking Questions and
Listening to Answers.
Content
DISCUSSION TOPICS
Why Asking Questions is Important
Different Type, Different Goals
Five Steps to Asking Good & Effective Questions
Are you listening?
360 Listening
Start Practising
ASK QUESTIONS THE OTHER
PERSON WILL ENJOY ANSWERING.
D a l e C a r n e g i e -
H o w t o W i n F r i e n d s a n d I n f l u e n c e P e o p l e
01
Why asking
questions is
important?
To make the right decision,
you need to start asking questions
that really matter.
Slow down and take time
to ask more and better questions.
02
Explore aspects of the problem that are ignored in the
conversation. This can open useful discussion on cultural
and legal differences between you and the other person.
E.g. How would this apply in Australia? or How does that
concept apply to the task?
ADJOINING
Help to better understand what has been said and
uncover the real intent behind what is said. Help
understand each other better and lead us to correct
assumptions and not missing relevant parts. E.g. Why do
you say so? Can you tell me more?
CLARIFYING
ZOOM OUT. Use when you're not sure what is the 'real'
problem. This is to raise broader issues and highlight
bigger picture to understand the overall context. This
questions makes you see better connections between
individual problems.
E.g. What are the larger trends we should be concerned
about? How do they all tie together?
ELEVATING
ZOOM IN. Use this to understand how an answer was
derived, to challenge assumptions, and to understand the
root causes of problems. E.g. How did you do the
analysis? Why did you not include this step?
FUNELLING
A E
C F
CHOOSING THE RIGHT QUESTION
WideNarrow
VIEWOFTHEPROBLEM
INTENT OF THE QUESTION
Affirming what you know Discovering something new
03
Five
steps of
asking
good and
effective
question
What specifically do I want to know?
What info am I missing?
What source do I have to help me to
form my question?
FOCUS
Why am I asking this?
Do I want to gather facts or opinion?
Do I want to offer different views?
What am I going to do with this info?
How do I want people to respond?
Am I starting a discussion?
Am I asking out of frustration or
curiosity?
Do I really care about the answers?
Am I using understandable terms?
Does my question contains facts or
opinion?
Does the question focus on only one
thing?
If I don't have the answer I need,
what are my next steps?
What can I do, if I still don't
understand?
Do I have any more questions?
1
PURPOSE2
INTENT3
FRAME4
FOLLOW-UP5
04
The biggest communication
problem is we do not listen to
understand. We listen to reply.
Listen to others and then be
brave with your decision.
05
Internal
Listening
Focused
Listening
360
Listening
ARE YOU REALLY LISTENING?
Your own thoughts,
worries, and
priorities.
Focus but not
connecting fully.
Listening to what
the person is
saying, how they
say it and what they
are 'not' saying.
06
Allocate 100%
Space
Ask the right
questions 
Request
Clarifications
Para-phrase
Attuned to &
Reflect Feelings 
360
LISTENING
Summarise what
have been said
07
Learning Practice
FROM THEORY TO APPLICATION
08
START PRACTISING
CREATE SPACE IN
YOUR DAY
Manage your calendar. Don't book yourself
out the entire day. Give yourself time for
reflection and space throughout the day, so
when you're talking to someone, you can
give 100% full attention. Get interested and
look interested.
ASK MORE
QUESTIONS
Before answering, ask a question that benefit
the person to understand and dive deeper into
their thoughts and experience.
Choose the 4 types of questions and follow
the 5-step process. Make sure you use 360
Listening steps to fully understand the
situation. If you are face-to-face, observe the
body language. Resist the urge to interrupt.
CLARIFY &
SUMMARISE
Clarify what they really need. Feeding back
what you have understood to test your
understanding. Neutralise your feelings
and put your judgmental thoughts aside.
It's not about you. Refrain from suggesting
a solution immediately. First help them to
draw up a solution themselves.

More Related Content

What's hot

A Framework For Facilitation
A Framework For FacilitationA Framework For Facilitation
A Framework For Facilitationd2rodgers
 
The art and science of giving Feedback
The art and science of giving FeedbackThe art and science of giving Feedback
The art and science of giving FeedbackKundan Bhaduri
 
The Art of Coaching Employees - Part 1
The Art of Coaching Employees - Part 1The Art of Coaching Employees - Part 1
The Art of Coaching Employees - Part 1LifeatLeggett
 
Giving and receiving feedback daths cpd
Giving and receiving feedback daths cpdGiving and receiving feedback daths cpd
Giving and receiving feedback daths cpdAnn Marie O'Grady
 
Fundamentals Of Coaching
Fundamentals Of CoachingFundamentals Of Coaching
Fundamentals Of Coachingdonhhenry
 
Developing the Coaching Skills for Your Managers and Leaders
Developing the Coaching Skills for Your Managers and LeadersDeveloping the Coaching Skills for Your Managers and Leaders
Developing the Coaching Skills for Your Managers and LeadersErin Boettge
 
Feedback presentation
Feedback presentationFeedback presentation
Feedback presentationfinny14
 
Coaching Skills: GROW Model Questioning
Coaching Skills: GROW Model QuestioningCoaching Skills: GROW Model Questioning
Coaching Skills: GROW Model QuestioningSirirat Siriwan
 
Developing the Coaching Skills of Your Managers and Leaders | Webinar 03.10.2015
Developing the Coaching Skills of Your Managers and Leaders | Webinar 03.10.2015Developing the Coaching Skills of Your Managers and Leaders | Webinar 03.10.2015
Developing the Coaching Skills of Your Managers and Leaders | Webinar 03.10.2015BizLibrary
 
Strategic Planning & Innovation to Overcome Crisis
Strategic Planning & Innovation to Overcome CrisisStrategic Planning & Innovation to Overcome Crisis
Strategic Planning & Innovation to Overcome CrisisDale Carnegie Vietnam
 
Sales and Negotiation
Sales and NegotiationSales and Negotiation
Sales and NegotiationSales Hacker
 
Developing Managers
Developing ManagersDeveloping Managers
Developing ManagersAshok Korwar
 
Problem solving & decision making at the workplace
Problem solving & decision making at the workplaceProblem solving & decision making at the workplace
Problem solving & decision making at the workplaceFaakor Agyekum
 
Coaching Skills for Your Managers and Leaders - Webinar 10.21.14
Coaching Skills for Your Managers and Leaders - Webinar 10.21.14Coaching Skills for Your Managers and Leaders - Webinar 10.21.14
Coaching Skills for Your Managers and Leaders - Webinar 10.21.14BizLibrary
 

What's hot (20)

A Framework For Facilitation
A Framework For FacilitationA Framework For Facilitation
A Framework For Facilitation
 
The art and science of giving Feedback
The art and science of giving FeedbackThe art and science of giving Feedback
The art and science of giving Feedback
 
Negotiation skills
Negotiation skillsNegotiation skills
Negotiation skills
 
The Art of Coaching Employees - Part 1
The Art of Coaching Employees - Part 1The Art of Coaching Employees - Part 1
The Art of Coaching Employees - Part 1
 
Coaching & feedback
Coaching & feedbackCoaching & feedback
Coaching & feedback
 
Giving and receiving feedback daths cpd
Giving and receiving feedback daths cpdGiving and receiving feedback daths cpd
Giving and receiving feedback daths cpd
 
Fundamentals Of Coaching
Fundamentals Of CoachingFundamentals Of Coaching
Fundamentals Of Coaching
 
Developing the Coaching Skills for Your Managers and Leaders
Developing the Coaching Skills for Your Managers and LeadersDeveloping the Coaching Skills for Your Managers and Leaders
Developing the Coaching Skills for Your Managers and Leaders
 
Feedback presentation
Feedback presentationFeedback presentation
Feedback presentation
 
Coaching Skills: GROW Model Questioning
Coaching Skills: GROW Model QuestioningCoaching Skills: GROW Model Questioning
Coaching Skills: GROW Model Questioning
 
Receiving feedback
Receiving feedbackReceiving feedback
Receiving feedback
 
Developing the Coaching Skills of Your Managers and Leaders | Webinar 03.10.2015
Developing the Coaching Skills of Your Managers and Leaders | Webinar 03.10.2015Developing the Coaching Skills of Your Managers and Leaders | Webinar 03.10.2015
Developing the Coaching Skills of Your Managers and Leaders | Webinar 03.10.2015
 
Strategic Planning & Innovation to Overcome Crisis
Strategic Planning & Innovation to Overcome CrisisStrategic Planning & Innovation to Overcome Crisis
Strategic Planning & Innovation to Overcome Crisis
 
Sales and Negotiation
Sales and NegotiationSales and Negotiation
Sales and Negotiation
 
Tips For Delivering Difficult Conversations
Tips For Delivering Difficult ConversationsTips For Delivering Difficult Conversations
Tips For Delivering Difficult Conversations
 
Negotiation skills
Negotiation skillsNegotiation skills
Negotiation skills
 
Developing Managers
Developing ManagersDeveloping Managers
Developing Managers
 
First Time Managers
First Time ManagersFirst Time Managers
First Time Managers
 
Problem solving & decision making at the workplace
Problem solving & decision making at the workplaceProblem solving & decision making at the workplace
Problem solving & decision making at the workplace
 
Coaching Skills for Your Managers and Leaders - Webinar 10.21.14
Coaching Skills for Your Managers and Leaders - Webinar 10.21.14Coaching Skills for Your Managers and Leaders - Webinar 10.21.14
Coaching Skills for Your Managers and Leaders - Webinar 10.21.14
 

Similar to Leadership series #1 The Art of Asking Questions and Listening Effectively

Questioningv2
Questioningv2Questioningv2
Questioningv2MrsNunn
 
Sp interview question types
Sp interview question typesSp interview question types
Sp interview question typesljohnson16
 
Interview question types
Interview question typesInterview question types
Interview question typeseklauber
 
3. Interpersonal Skills.docx
3. Interpersonal Skills.docx3. Interpersonal Skills.docx
3. Interpersonal Skills.docxDilshad14767
 
Topic 4 - Job Interviews
Topic 4 - Job InterviewsTopic 4 - Job Interviews
Topic 4 - Job Interviewsnicky7982
 
Wcm Cm Lecture 3 2004
Wcm   Cm   Lecture 3   2004Wcm   Cm   Lecture 3   2004
Wcm Cm Lecture 3 2004richard kemp
 
Presentation job interview . for gtu 1st year student . sub cs
Presentation job interview . for gtu 1st year student . sub csPresentation job interview . for gtu 1st year student . sub cs
Presentation job interview . for gtu 1st year student . sub csMoripratik
 
Networking For Interview Success Tips, Techniques And Take Aways 6.6.2011
Networking For Interview Success   Tips, Techniques And Take Aways 6.6.2011Networking For Interview Success   Tips, Techniques And Take Aways 6.6.2011
Networking For Interview Success Tips, Techniques And Take Aways 6.6.2011HeatherColeman
 
Coaching for maximum results - support materials
Coaching for maximum results - support materialsCoaching for maximum results - support materials
Coaching for maximum results - support materialsskluczny13
 
Having Hard Conversations
Having Hard ConversationsHaving Hard Conversations
Having Hard Conversationsdschon
 
Questioning skill Module 5
Questioning skill Module 5Questioning skill Module 5
Questioning skill Module 5Emanuele Musa
 
Critical thinking
Critical thinkingCritical thinking
Critical thinkingRiaz Ahmed
 

Similar to Leadership series #1 The Art of Asking Questions and Listening Effectively (20)

Questioningv2
Questioningv2Questioningv2
Questioningv2
 
Sp interview question types
Sp interview question typesSp interview question types
Sp interview question types
 
Interview question types
Interview question typesInterview question types
Interview question types
 
3. Interpersonal Skills.docx
3. Interpersonal Skills.docx3. Interpersonal Skills.docx
3. Interpersonal Skills.docx
 
English 7-Q3-Wk8.pptx
English 7-Q3-Wk8.pptxEnglish 7-Q3-Wk8.pptx
English 7-Q3-Wk8.pptx
 
Bc 4
Bc 4Bc 4
Bc 4
 
Interview skills
Interview skillsInterview skills
Interview skills
 
Topic 4 - Job Interviews
Topic 4 - Job InterviewsTopic 4 - Job Interviews
Topic 4 - Job Interviews
 
Persuasive Communications
Persuasive CommunicationsPersuasive Communications
Persuasive Communications
 
Wcm Cm Lecture 3 2004
Wcm   Cm   Lecture 3   2004Wcm   Cm   Lecture 3   2004
Wcm Cm Lecture 3 2004
 
Listen up leaders!
Listen up leaders!Listen up leaders!
Listen up leaders!
 
Asking Questions
Asking QuestionsAsking Questions
Asking Questions
 
Startups are different pt5
Startups are different pt5Startups are different pt5
Startups are different pt5
 
Presentation job interview . for gtu 1st year student . sub cs
Presentation job interview . for gtu 1st year student . sub csPresentation job interview . for gtu 1st year student . sub cs
Presentation job interview . for gtu 1st year student . sub cs
 
Networking For Interview Success Tips, Techniques And Take Aways 6.6.2011
Networking For Interview Success   Tips, Techniques And Take Aways 6.6.2011Networking For Interview Success   Tips, Techniques And Take Aways 6.6.2011
Networking For Interview Success Tips, Techniques And Take Aways 6.6.2011
 
Coaching for maximum results - support materials
Coaching for maximum results - support materialsCoaching for maximum results - support materials
Coaching for maximum results - support materials
 
Having Hard Conversations
Having Hard ConversationsHaving Hard Conversations
Having Hard Conversations
 
gallupstrengthsfinder
gallupstrengthsfindergallupstrengthsfinder
gallupstrengthsfinder
 
Questioning skill Module 5
Questioning skill Module 5Questioning skill Module 5
Questioning skill Module 5
 
Critical thinking
Critical thinkingCritical thinking
Critical thinking
 

Recently uploaded

Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Unlocking Productivity and Personal Growth through the Importance-Urgency MatrixUnlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Unlocking Productivity and Personal Growth through the Importance-Urgency MatrixCIToolkit
 
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsMind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsCIToolkit
 
Management 11th Edition - Chapter 13 - Managing Teams
Management 11th Edition - Chapter 13 - Managing TeamsManagement 11th Edition - Chapter 13 - Managing Teams
Management 11th Edition - Chapter 13 - Managing Teamsshakkardaddy
 
Shaping Organizational Culture Beyond Wishful Thinking
Shaping Organizational Culture Beyond Wishful ThinkingShaping Organizational Culture Beyond Wishful Thinking
Shaping Organizational Culture Beyond Wishful ThinkingGiuseppe De Simone
 
Management 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational DesignManagement 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational Designshakkardaddy
 
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentFrom Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentCIToolkit
 
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic TraitsDigital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic TraitsHannah Smith
 
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...Nagarjuna Reddy Aturi
 
Choosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptxChoosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptxMadan Karki
 
Farmer Representative Organization in Lucknow | Rashtriya Kisan Manch
Farmer Representative Organization in Lucknow | Rashtriya Kisan ManchFarmer Representative Organization in Lucknow | Rashtriya Kisan Manch
Farmer Representative Organization in Lucknow | Rashtriya Kisan ManchRashtriya Kisan Manch
 
How Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human ResourcesHow Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human ResourcesMassimo Canducci
 
Adapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-MakingAdapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-MakingCIToolkit
 
Management 11th Edition - Chapter 12 - Managing Human Resources
Management 11th Edition - Chapter 12 - Managing Human ResourcesManagement 11th Edition - Chapter 12 - Managing Human Resources
Management 11th Edition - Chapter 12 - Managing Human Resourcesshakkardaddy
 
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...CIToolkit
 
Research Methods ONE.ppt of course public administiretion
Research Methods ONE.ppt of course public administiretionResearch Methods ONE.ppt of course public administiretion
Research Methods ONE.ppt of course public administiretionjamaalfaami
 
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why DiagramBeyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why DiagramCIToolkit
 
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement RoadmapsFrom Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement RoadmapsCIToolkit
 
Chapter 1 Performance Management HRM.ppt
Chapter 1 Performance Management HRM.pptChapter 1 Performance Management HRM.ppt
Chapter 1 Performance Management HRM.ppt2020102713
 
THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...
THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...
THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...PROF. PAUL ALLIEU KAMARA
 
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024Giuseppe De Simone
 

Recently uploaded (20)

Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Unlocking Productivity and Personal Growth through the Importance-Urgency MatrixUnlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
 
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsMind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
 
Management 11th Edition - Chapter 13 - Managing Teams
Management 11th Edition - Chapter 13 - Managing TeamsManagement 11th Edition - Chapter 13 - Managing Teams
Management 11th Edition - Chapter 13 - Managing Teams
 
Shaping Organizational Culture Beyond Wishful Thinking
Shaping Organizational Culture Beyond Wishful ThinkingShaping Organizational Culture Beyond Wishful Thinking
Shaping Organizational Culture Beyond Wishful Thinking
 
Management 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational DesignManagement 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational Design
 
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentFrom Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
 
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic TraitsDigital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
 
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
 
Choosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptxChoosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptx
 
Farmer Representative Organization in Lucknow | Rashtriya Kisan Manch
Farmer Representative Organization in Lucknow | Rashtriya Kisan ManchFarmer Representative Organization in Lucknow | Rashtriya Kisan Manch
Farmer Representative Organization in Lucknow | Rashtriya Kisan Manch
 
How Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human ResourcesHow Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human Resources
 
Adapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-MakingAdapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-Making
 
Management 11th Edition - Chapter 12 - Managing Human Resources
Management 11th Edition - Chapter 12 - Managing Human ResourcesManagement 11th Edition - Chapter 12 - Managing Human Resources
Management 11th Edition - Chapter 12 - Managing Human Resources
 
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
 
Research Methods ONE.ppt of course public administiretion
Research Methods ONE.ppt of course public administiretionResearch Methods ONE.ppt of course public administiretion
Research Methods ONE.ppt of course public administiretion
 
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why DiagramBeyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
 
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement RoadmapsFrom Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
 
Chapter 1 Performance Management HRM.ppt
Chapter 1 Performance Management HRM.pptChapter 1 Performance Management HRM.ppt
Chapter 1 Performance Management HRM.ppt
 
THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...
THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...
THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...
 
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
 

Leadership series #1 The Art of Asking Questions and Listening Effectively

  • 1. The Art of Asking Questions and Listening to Answers.
  • 2. Content DISCUSSION TOPICS Why Asking Questions is Important Different Type, Different Goals Five Steps to Asking Good & Effective Questions Are you listening? 360 Listening Start Practising
  • 3. ASK QUESTIONS THE OTHER PERSON WILL ENJOY ANSWERING. D a l e C a r n e g i e - H o w t o W i n F r i e n d s a n d I n f l u e n c e P e o p l e 01
  • 4. Why asking questions is important? To make the right decision, you need to start asking questions that really matter. Slow down and take time to ask more and better questions. 02
  • 5. Explore aspects of the problem that are ignored in the conversation. This can open useful discussion on cultural and legal differences between you and the other person. E.g. How would this apply in Australia? or How does that concept apply to the task? ADJOINING Help to better understand what has been said and uncover the real intent behind what is said. Help understand each other better and lead us to correct assumptions and not missing relevant parts. E.g. Why do you say so? Can you tell me more? CLARIFYING ZOOM OUT. Use when you're not sure what is the 'real' problem. This is to raise broader issues and highlight bigger picture to understand the overall context. This questions makes you see better connections between individual problems. E.g. What are the larger trends we should be concerned about? How do they all tie together? ELEVATING ZOOM IN. Use this to understand how an answer was derived, to challenge assumptions, and to understand the root causes of problems. E.g. How did you do the analysis? Why did you not include this step? FUNELLING A E C F CHOOSING THE RIGHT QUESTION WideNarrow VIEWOFTHEPROBLEM INTENT OF THE QUESTION Affirming what you know Discovering something new 03
  • 6. Five steps of asking good and effective question What specifically do I want to know? What info am I missing? What source do I have to help me to form my question? FOCUS Why am I asking this? Do I want to gather facts or opinion? Do I want to offer different views? What am I going to do with this info? How do I want people to respond? Am I starting a discussion? Am I asking out of frustration or curiosity? Do I really care about the answers? Am I using understandable terms? Does my question contains facts or opinion? Does the question focus on only one thing? If I don't have the answer I need, what are my next steps? What can I do, if I still don't understand? Do I have any more questions? 1 PURPOSE2 INTENT3 FRAME4 FOLLOW-UP5 04
  • 7. The biggest communication problem is we do not listen to understand. We listen to reply. Listen to others and then be brave with your decision. 05
  • 8. Internal Listening Focused Listening 360 Listening ARE YOU REALLY LISTENING? Your own thoughts, worries, and priorities. Focus but not connecting fully. Listening to what the person is saying, how they say it and what they are 'not' saying. 06
  • 9. Allocate 100% Space Ask the right questions  Request Clarifications Para-phrase Attuned to & Reflect Feelings  360 LISTENING Summarise what have been said 07
  • 10. Learning Practice FROM THEORY TO APPLICATION 08
  • 11. START PRACTISING CREATE SPACE IN YOUR DAY Manage your calendar. Don't book yourself out the entire day. Give yourself time for reflection and space throughout the day, so when you're talking to someone, you can give 100% full attention. Get interested and look interested. ASK MORE QUESTIONS Before answering, ask a question that benefit the person to understand and dive deeper into their thoughts and experience. Choose the 4 types of questions and follow the 5-step process. Make sure you use 360 Listening steps to fully understand the situation. If you are face-to-face, observe the body language. Resist the urge to interrupt. CLARIFY & SUMMARISE Clarify what they really need. Feeding back what you have understood to test your understanding. Neutralise your feelings and put your judgmental thoughts aside. It's not about you. Refrain from suggesting a solution immediately. First help them to draw up a solution themselves.