8. communicating with questions mark harper (not presented)
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8. communicating with questions mark harper (not presented)
- 1. Improving Communication and Leadership Effectiveness by Leading With Questions Mark R. Harper AIChE Leadership Development Conference June 13, 2009
- 2. My Early Leadership Example “… do this, don’t do that, can’t you read the signs?…” Five Man Electrical Band
- 3. Historical Views of Leadership “Great Man” or “Great Person” Theory – 25 years of study until 1948 – 1948 Ralph Stogdill concludes no traits stand out as strong, certain markers of leadership Behavioral Focus – During 1950’s three schools focused on this Michigan, Ohio State, Harvard Task direction and consideration of employees Program developed to teach managers to use both types of behaviors
- 4. Historical Views of Leadership Situational Leadership – Heresy and Blanchard (One Minute Manager), 1969 and House, 1971 – Leadership effectiveness hinges on different combinations of task and relationship behaviors depending on the situation – Studies don’t show strong results – the mystery of leadership continues Modern Organizational Leadership Theory – James McGregor Burns, 1978, introduces the new concept of “transformational leadership”
- 5. Transformational Leadership Create shared visions that go beyond self- interest Influence followers to perform beyond expectations Work to define shared values and beliefs Help followers develop strategies for accomplishing goals Enable followers to develop a mental picture of the vision and to transform purpose into action Transform followers into self-directed leaders
- 6. General Reasons We Ask Questions Gather information Seek clearer understanding Who, what, where, when Clarify direction
- 7. Situations Where Questions Can Improve Effectiveness Managing people Building teams Shape strategy and enable change Personal relationships
- 8. Important Uses of Questions in a Business Setting Gain a new perspective Encourage people to see things from a different perspective – Surface and challenge biases Get all the issues on the table Get engagement on important issues Build relationships through personal coaching
- 9. Coaching and Questions Coaching for Performance – John Whitmore Coaching is best accomplished through the use of questions. – G – What is the GOAL of our meeting – R – What is the current REALITY – what is the problem, issue or opportunity that we are trying to address? – O – What are the OPTIONS you are considering to address the problem, issue or opportunity? – W – WHAT are you committing to do and by WHEN?
- 10. Benefits of Coaching With Questions Signals a partnership in solving problems Builds strong relationships Creates higher level of trust that dialogue and debate will occur before major decisions are made Feeling of inclusion Commitment to execution when changes have to be implemented People open up and put more concerns on the table More aligned management team Culture that no longer talks about the “old way” An energized organization Source: Leading with Questions
- 11. How Are Questions Viewed? Invitation? Request? Missile?
- 12. Pitfalls Often don’t ask questions skillfully – Leading Include the answer Come with extra baggage that suggests the expect answer Include a carrot or stick to prod the other person to produce the expected answer – Off target – Inflammatory Ineffective questions lead to detours Asking too many questions leads to frustration and indecisiveness Provoke defensiveness
- 13. Effective Questions What is a viable alternative? What are the advantages and disadvantages you see in this suggestion? Can you more fully describe your concerns? What are a few options for improvement? What will you commit to do, by when? What do you think about…? Could you say more about…? What possibilities come to mind? What might happen if you…? What do you think you will lose if you give up…? What have you tried before? What do you want to do next?
- 14. Benefits of Great Questions Cause the person to focus and to stretch Create deep reflection Challenge taken-for-granted assumptions that prevent people from acting in new and forceful ways Generate courage and strength Lead to breakthrough thinking Contain the keys that open the door to great solutions Enable people to better view the situation Open doors in the mind and get people to think more deeply Test assumptions Generate positive and powerful action Asking open ended, unbiased questions show respect for the view of others
- 15. Becoming a Leader Who Asks Questions Be more aware of the questions you ask Ask yourself more questions silently Before asking someone else a question, ask yourself the same question – What do I want my question to accomplish? – Frame so you encourage collaborative thinking Encourage your staff to ask you questions. Source: Leading with Questions
- 16. Resources to Help You Leading with Questions, Michael Marquardt Masterful Coaching, Robert Hargrove Your Coach (In a Book), Robert Hargrove, Michel Renaud
Hinweis der Redaktion
- WE HAVE ALL HEARD THE AXIOM “GREAT LEADERS ARE BORN, NOT MADE” IF YOU BELIEVED THAT YOU WOULDN’T BE INVESTING YOUR TIME IN THIS WEEKENDS LEADERSHIP CONFERENCE – OR MAYBE YOU WOULD BECAUSE YOUR BOSS TOLD YOU TO COME. I’VE MANAGED AND LEAD A WIDE RANGE OF EMPLOYEES AND ORGANIZATIONS IN MY CAREER. I’VE MANAGED HOURLY RESTAURANT EMPLOYEES, RESTAURANT MANAGERS, CONVENIENCE STORE MANAGERS, PROFESSIONAL MANAGERS, COMMODITY TRADERS, AND SENIOR EXECUTIVES MANAGING MULTI-BILLION DOLLAR BUSINESSES. I’VE ALSO BEEN REQUIRED TO INTERACT AS A PEER WITH CHEMICAL ENGINEERS, PHD’S IN CHEMISTRY, AND MBA’S FROM MANY OF AMERICA’S TOP UNIVERISTIES. OVER THE YEARS I’VE CHANGED MY PERSONAL VIEW OF LEADERSHIP DEVELOPMENT FROM “WHY WASTE MY TIME”, “IT’S TOO SOFT”, TO “WHY DIDN’T I DO THIS SOONER”. I’VE FOUND THROUGH ASKING GOOD QUESTIONS I CAN IMPROVE MY CONTRIBUTIONS AS A MEMBER OF A TEAM, EVEN WHEN THE DISCUSSION CENTERS ON TOPICS I’M NOT FAMILIAR WITH. I’VE ALSO FOUND MY ORGANIZATION CAN DELIVER UNBELIEVABLE RESULTS THROUGH COLLABORATION AND INCLUSION. THE DEVELOPMENT OF THE LEADERS WITHIN MY ORGANIZATION BECAME A HIGH PRIORITY AS WE BEGAN TO ACHIEVE RESULTS FROM OUR EARLY EFFORTS.
- LIKE MOST PEOPLE MY LEADERSHIP STYLE DEVELOPED PRIMARILY BY LEARNING FROM THOSE I WORKED FOR. MANY OF THESE LEADERS WERE VERY DIRECTIVE IN THEIR LEADERSHIP STYLE AND THEIR IDEA OF PARTICIPATIVE MANAGEMENT WAS “DID YOU GET ALL OF THE ITEMS I JUST RATTLED OFF?” HERE IS AN EXAMPLE --- PETE RILEY STORY BEFORE WE GET INTO HOW TO IMPROVE COMMUNICATION AND LEADERSHIP EFFECTIVENESS, I THOUGHT WE SHOULD DO A QUICK REVIEW OF THE CHANGES OVER THE PAST 75 YEARS IN LEADERHSIP DEVELOPMENT THINKING. NEXT SLIDE
- REVIEW SLIDE NOW IF YOU BUY INTO THE MODERN THEORY OF LEADERSHIP AND HAVE A DESIRE TO BECOME A TRANSFORMATIONAL LEADER, THE USE OF QUESTIONS CAN BE A VERY EFFECTIVE WAY TO HELP YOU ACCOMPLISH THE CHANGE IN YOUR STYLE. NEXT SLIDE
- I GIVE A LOT OF SPEECHES ON ENERGY POLICY AND ALTERNATIVE FUELS. I’VE BEEN LUCKY TO INTERACT WITH THE CSRA CHAPTER OF AIChE ON 2 OCCASIONS DISCUSSING ETHAONL AND BIODIESEL. I OFTEN START MY PRESENTATION BY ASKING A QUESITON OR TWO. I MIGHT START WITH SOMETHING LIKE THIS: HOW MANY OF YOU DRIVE: HYDROGEN FUELED CAR? HYBRID? ELECTRIC? FLEX-FUEL? PROPANE? DIESEL? HOW MANY DRIVE SUV’S AND PICK UP TRUCKS? THESE QUESTIONS ALLOWED ME TO GATHER INFORMATION, SEEK A CLEARER UNDERSTANDING OF THE GROUPS PERSPECTIVE ON CHANGING ENERGY POLICY, AND TAILOR MY COMMENTS TO THE GROUP. I’M SURE EACH OF YOU DO THIS DAILY. I ALSO FIND THAT ASKING QUESTIONS IN A NUMBER OF OTHER SITUATIONS CAN BE EQUALLY EFFECTIVE NEXT SLIDE
- HOW MANY OF YOU HAVE BEEN THROUGH A MERGER/ACQUISTION? COP EXAMPLE – 2 MERGERS IN 1 YEAR – HOW TO QUICKLY ESTABLISH A HIGHLY PERFORMING, ALIGNED AND MOTIVATED TEAM. HORSE FEED EXAMPLE – YOU ARE FEEDING THE HORSE TOO MUCH
- BIASES – DIFFERENT WAYS OF DOING THINGS FROM OLD COMPANIES ISSUES ON TABLE – EXAMPLE OF THE PERSON IN THE MEETING SITTING WITH ARMS CROSSED TURNING RED – BUT TELLING YOU THEY ARE ON BOARD WITH A DECISION YOU’VE JUST MADE. I’D LIKE TO FOCUS A LITTLE ON COACHING, BECAUSE I THINK THIS IS ONE OF THE MOST EFFECTIVE WAYS A LEADER CAN DEVELOP LEADERS AND IMPROVE INDIVIDUAL PERFORMANCE OF SUBORDINATES. NEXT SLIDE
- I HAD A VERY TALENTED TEAM OF PEOPLE THAT WORKED FOR ME AT COP AND I NEEDED TO FIND A WAY TO BUILD STRONG RELATIONSHIPS WITH EACH OF THEM, TO PROVIDE THEM THE TIME, SUPPORT AND DIRECTION THEY NEEDED TO GROW AS LEADERS AND BE EFFECTIVE AS MANAGERS. THROUGH THE EXECUTIVE COACH I EMPLOYED WE FOUND THE “GROW” MODEL TO BE AN EFFECTIVE WAY FOR ME TO INTERACT WITH THESE MANGERS ON A MONTHLY BASIS. REVIEW SLIDE THIS REQUIRES A TIME COMMITMENT MONTHLY – 1-2 HOURS PER SUBORDINATE. SUBORDINATE SETS THE AGENDA – IT IS THEIR MEETING AND THEY ARE SEEKING GUIDANCE AN INPUT ON A PERSONAL LEADERSHIP OR BUSINESS CHALLENGE THAT THEY HAVE IDENTIFIED. IT IS YOUR JOB AS THE LEADER TO COACH THEM, NOT DIRECT THEM TO SUCCESS. YOU DON’T’ SEE FOOTBALL COACHES TELLING QUARTERBACKS WHERE TO THROW THE FOOTBALL. THEY’VE COACHED THEM TO MAKE DECISIONS AND TO LEAD THE TEAM ON THE FIELD. IN EFFECT YOU ARE DOING THE SAME THING HERE. NEXT SLIDE
- SOME OF MY BIGGEST CHALLENGES IN TRYING TO CHANGE FROM BEING DIRECTIVE IN MY STYLE TO ONE OF USING QUESTIONS ARE SHOWN HERE. INITIALLY I ONLY KNEW HOW TO ASK LEADING QUESTIONS – GUESS WHAT I GOT? THE ANSWERS I EXPECTED. THEN I ASKED QUESTIONS THAT WEREN’T VERY EFFECTIVE AND OUR MEETINGS GOT OFF TRACK – DETOURED. THEN I KEPT ASKING QUESTIONS TRYING TO FACILITATE A CONSENSUS WHEN ONE WASN’T GOING TO BE REACHED – FORGETTING THAT I WAS THE BOSS AND I HAD THE RIGHT TO MAKE A DECSION AFTER SOME AMOUNT OF DISCUSSION. I WAS FRUSTRATED AND SO WAS MY TEAM. SO I LEARNED TO ASK MORE EFFECTIVE QUESTIONS, TO STOP ASKING QUESTIONS AND MAKE A DECISION WHEN I BEGAN TO GET FRUSTRATED WITH THE AMOUNT OF TIME IT WAS TAKING TO MAKE A DECISION. OVER TIME THE RESULT WAS BETTER DECISIONS, A TEAM THAT WAS ALIGNED AND COMMITTED TO THE DECISION WHETHER THEY AGREED WITH IT OR NOT – THEY HAD BEEN HEARD AND THEIR VIEWS CONSIDERED. Some of you will remember the TV show Different Strokes that starred Gary Coleman. When his older brother would question Gary’s character he would often respond with a scowl, crossed arms and “Whatcu talkin’ ‘bout Willis” YOU MIGHT INITIALLY SEE THIS FROM EMPLOYEES OR SPOUSES AND CHILDREN AS YOU TRY TO ASK MORE QUESTIONS.