In January’s blog I wrote that PSA’s role is not to tell, but to ask useful questions that will ignite effective conversation. I would add that it is also our role to help leaders to ask those same questions. We agree with Ian Leslie, the author of ‘Curious’, that those with the ability to ask penetrating questions will increasingly be in demand. Leslie quotes the former CEO of Dow Chemical, Mike Parker, who observed that:
A lot of bad leadership comes from an inability or unwillingness to ask questions. I have watched talented people – people with much higher IQs than mine – who have failed as leaders. They can talk brilliantly, with a great breadth of knowledge, but they’re not very good at asking questions. So while they know a lot at a high level, they don’t know what’s going on way down in the system. Sometimes they are afraid of asking questions, but what they don’t realise is that the dumbest questions can be very powerful. They can unlock a conversation.
So what are we afraid of? Leslie, drawing on the work of Michael Marquardt, identifies four reasons why people don’t ask questions: first, a desire to protect ourselves from the danger of looking stupid; second, because we’re too busy and tend to focus on action at the expense of thinking and questioning; third, because the culture discourages questioning – either because it is are authoritarian, blinded by groupthink or disposed toward action not reflection; and finally, because we lack the skills (or knowledge) to ask them (we don’t know what we don’t know).
So what can we do about it? Be curious. Have the courage to ask the stupid question, if you can’t who can? Take time to think and compose penetrating questions that go to the nub of an issue, and ask yourself if it’s just you, or does a fear of questioning permeate your organisation.