We enjoy having conversations. Who doesn't? We are social animals after all. We like to know more about each other's stories. It is a feature built-in by default. As coaches, it is vital to use this basic instinct to our advantage. The easiest way to influence people is to have a conversation with them. You can use it coaching, mentoring, transformation, or just building a relationship with them. Can you imagine any of the above not to start with a conversation? I can't!
Conversations are two-way streets. The easiest way to have a two-way communication is to ask questions. Questions can be dumb, unrelated, out of ordinary, crazy, or even beautiful. Can they be efficacious too? They can! An excellent communicator knows how and when to use Powerful Questions to make any conversation a mighty one.
Powerful Questions generate curiosity in the listener and stimulate thoughtful conversation. They are usually thought-provoking and challenges the underlying assumptions. Powerful Questions, if asked in the right tone and body language, generates creativity and new possibilities.
Is it hard to ask Powerful questions? It might be. It is not that easy, and indeed not natural for everyone. The good news is that it is something that can be learned, and relatively very easily.
I invite you to join me for a workshop on Powerful Questions. In this workshop, I am going to help you build your muscle to ask more Powerful Questions. I will give you an easy tool to make your questions more powerful, and conversations more enriched. Asking powerful questions will help you build bridges with people, you would become more empathetic with them, and do not be surprised you are going to listen more. Some of the characteristics of a great coach, one might say! Don't you agree?"
We as human beings are social animals, we like to talk and communicate with each other. There are lots of aspects of having a good conversation. One is asking questions.
Scenario 2 - Misinterpretation
On your first day, your manager asked you to create an Agile playbook. You delivered but it wasn’t what your manager had in mind. You are in a team meeting. Your manager is asking you the following:
Q1
Why weren’t you able to deliver the playbook on time?
What would go through your mind?
What would be your potential answer?
Q2
What stopped you from delivering the playbook on time?
Scenario 2 - Misinterpretation
Silent Brainstorming
On your first day, your manager asked you to create an Agile playbook. You delivered but it wasn’t what your manager had in mind. You are in a team meeting. Your manager is asking you the following:
Q1
Why weren’t you able to deliver the playbook on time?
What would go through your mind?
What would be your potential answer?
Q2
What stopped you from delivering the playbook on time?
I am too lazy to define what powerful question is, let’s see if you can figure it out!
Which question in at the bottom of the pile?
How was the questions in between?
How was the silent brainstorming v.s. the team one?
what happened?
what surprised you?
what complicated your discussions?
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Similar to your exercise, they have conducted
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A team issue, people not owning the team delivery, they own what they are working
Assumptions are nature of language
Explicit
Implicit
it is a safe bet that whoever is responding will feel defensive.
Encourages reflection and is much more likely than the first query to stimulate learning and collaboration among those involved.
The art of reframing questions in this way has important implications for not only shifting our assumptions,but also creating new possibilities for constructive action.
Here are some questions you might ask yourself as
you begin to explore the art and architecture of
powerful questions. They are based on pioneering
work with questions being done by the Public
Conversations Project, a group that helps create
constructive dialogue on divisive public issues.
■ Is this question relevant to the real life and real
work of the people who will be exploring it?
■ Is this a genuine question—a question to which
I/we really don’t know the answer?
■ What “work” do I want this question to do? That
is, what kind of conversation, meanings, and feelings
do I imagine this question will evoke in those
who will be exploring it?
■ Is this question likely to invite fresh thinking/
feeling? Is it familiar enough to be recognizable
and relevant—and different enough to call forward
a new response?
■ What assumptions or beliefs are embedded in the
way this question is constructed?
■ Is this question likely to generate hope,
imagination, engagement, creative action, and
new possibilities or is it likely to increase a focus
on past problems and obstacles?
■ Does this question leave room for new and
different questions to
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How was the exercice?
What did you learn?
What was working for you?
What new things you tried?
How was the exercice?
What did you learn?
What was working for you?
What new things you tried?