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Questionology :

Questionology :. The Science of Using Questions to Get Ahead mbyers@marybyers.com 217-483-8836. One of the biggest leadership and management mistakes:. Thinking leaders have to have all the answers. One of the biggest leadership and management mistakes:.

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Questionology :

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  1. Questionology: The Science of Using Questions to Get Ahead mbyers@marybyers.com 217-483-8836

  2. One of the biggest leadership and management mistakes: Thinking leaders have to have all the answers.

  3. One of the biggest leadership and management mistakes: Thinking leaders have to have all the answers. The truth is, they simply need to be able to ask the right questions.

  4. Questionology: The study of questions (and how they propel individuals and organizations forward). Great leaders don’t think about what they have to say. They think about what they need to ask.

  5. Ask Questions When: • You want to build rapport. • Asking for an _______shows you value the person.

  6. Ask Questions When: • There’s conflict. • Asking a question_______________ ___________________________.

  7. Ask Questions When: • There’s a lack of focus. • Questions help get a discussion ____ ______________________________.

  8. Ask Questions When: • You are at a loss for words. • Doing so buys you __________.

  9. Ask Questions When: • You’re under attack. • A question turns the _________ back on the ________________.

  10. Ask Questions When: • A relationship is in jeopardy. • Questions build _____________.

  11. Ask Questions When: • You don’t know what else to do. • A question helps get you ________.

  12. How to develop a culture that values questions: 1. Ask a lot of questions yourself.

  13. How to develop a culture that values questions: Ask a lot of questions yourself. Teach staff to ask questions.

  14. How to develop a culture that values questions: Ask a lot of questions yourself. Teach staff to ask questions. Train committees to question.

  15. How to develop a culture that values questions: Ask a lot of questions yourself. Teach staff to ask questions. Train committees to question. Expose leaders to questionology.

  16. How to develop a culture that values questions: Ask a lot of questions yourself. Teach staff to ask questions. Train committees to question. Expose leaders to questionology. Provide a template for your board.

  17. Board Discussion Q’s: • What do we know of member, the profession/trade and public needs and wants today related to this issue?

  18. Board Discussion Q’s: • What do we know of member, the profession/trade and public needs and wants today related to this issue? • What do we know about the current realities of the marketplace that is relevant to this decision?

  19. Board Discussion Q’s: • What do we know of member, the profession/trade and public needs and wants today related to this issue? • What do we know about the current realities of the marketplace that is relevant to this decision? • What do we know about the capacity and strategic position of our association which would affect our decision?

  20. Board Discussion Q’s: • What do we know of member, the profession/trade and public needs and wants today related to this issue? • What do we know about the current realities of the marketplace that is relevant to this decision? • What do we know about the capacity and strategic position of our association which would affect our decision? • What are the ethical/legal implications of our choices?

  21. Board Discussion Q’s: • What do we know of member, the profession/trade and public needs and wants today related to this issue? • What do we know about the current realities of the marketplace that is relevant to this decision? • What do we know about the capacity and strategic position of our association which would affect our decision? • What are the ethical/legal implications of our choices? • What don’t we know?

  22. Board Discussion Q’s: • What do we know of member, the profession/trade and public needs and wants today related to this issue? • What do we know about the current realities of the marketplace that is relevant to this decision? • What do we know about the capacity and strategic position of our association which would affect our decision? • What are the ethical/legal implications of our choices? • What don’t we know? • What don’t we know that we need to know?

  23. Other possibilities: Why are we doing this? What problem are we solving? How is this useful? How are we adding value? Is there an easier way? What do we need to stop doing?

  24. Key Yearly Planning Questions: 1. What’s next?

  25. Key Yearly Planning Questions: Key Yearly Planning Questions: 1. What’s next? 2. What one thing would make the biggest difference for our organization over the next year if we were to do it?

  26. “A prudent question is one half of wisdom.” Sir Francis Bacon

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