Marnie E. Green

Powerful Questions for Powerful Leaders

Powerful questions lead to more meaningful performance conversations. This article provides the first tip for creating powerful questions and improving communication between yourself and employees.

If you've been reading e-tips for awhile, you know that powerful questions lead to more meaningful performance conversations. You can't do all the talking and expect an employee to really buy in to your ideas. You have to engage them in the exchange. For most of us but those highly skilled inquisitors, forming thought-provoking questions on the spot can be a challenge. It's a skill that takes some effort to develop. Over the next few months I'll offer tips for developing strong questions off the top of your head. Here's the first tip for creating powerful questions:

Use the context of the situation to paraphrase what has been said
and leverage the conversation in a new direction.

By restating in your own words what the employee has said, you let them know that you have listened. It also insures that you will respond in a way that is in line with their perspective. If your paraphrase is not correct in their eyes (or ears) they'll let you know and you can redirect your response accordingly. Paraphrasing is easy. Just tell the employee what you just heard and then follow that with a question that will direct the conversation where you need it to go.

Example: "You say that the workload has become too heavy and that it is
               unreasonable to expect that you can complete all of these tasks in an eight
               hour day. Can you give me some examples of what tasks are more difficult to
               accomplish recently?"

Example: "I know you have been struggling lately with Arlene. You have had several
               conflicts recently and now the two of you are not speaking. What is it going to
               take to get the two of you on productive working terms again?

When we forget to paraphrase we run the risk of misinterpreting the other person. When we misinterpret (something we all do daily) we create a gap between us and the employee. Take the time. It's worth it.

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