Leading Libraries Series: Leading for Dialogue

 

Leading through dialogue

 

The inquiring leader: Moving from advocacy to inquiry

As leaders, when we want to innovate, improve how we do things or create new options for ourselves, we need to encourage a questioning approach. We need to avoid jumping to pre-determined conclusions, ask relevant questions and seek new perspectives.

However, much of our earlier development as leaders focusses on our advocacy skills. Are we able to craft effective messages? Can we communicate with rapport and influence others? The ability to ask effective and transformational questions and hold genuinely open conversations which promote inquiry and learning is usually less emphasised – leaders are there to know the answers, not ask better questions.

When we build the capacity for inquiry, we move from trying to drive a pre-determined agenda to being genuinely open and curious about the inquiry and where it might go. Creating an atmosphere of ‘learning the way forward together’ requires a stance which supports people in holding questions open for as long as necessary without hurrying to answers, whilst remaining open to new data as it comes in.

 

Developing your inquiry skills

This section is designed to help you develop your own capability for inquiry and to encourage others to inquire. Without inquiry, we stick to tried and tested ways of responding to situations that are increasingly complex or complicated. Inquiry encourages us to step outside our ‘winning formula’ and help us keep open to new perspectives and answers. Being skilful at inquiry does not mean you have to forget about your own opinions - it only means that you carry your opinions in a way that does not interfere with the dialogue, the respect and the exploration of alternatives that you are trying to achieve.

Try to imagine putting your opinions ‘in your pocket’ before you start into a conversation – they’re still there, you can touch them, but they’re not interfering with the task at hand. Inquiry is about an empathic approach to listening, not manipulation or control of the conversation. Design your questions to let the answers emerge from the person or people affected, rather than offering your own suggestions.

Some approaches to help with this are:

• use curiosity in lieu of judgment
• check that your questions do not include assumptions
• allow others’ feelings to be expressed without attempting to ‘fix’ them.

You can find out more about effective use of questions in this TED Talk by Mike Vaughan – How to Ask Better Questions. There is more about inquiry and leadership in the article 5 Questions leaders should be asking all the time - James E Ryan.

 

Pause for reflection

How would you rate your own ability to inquire? Are you happy with the questions you use to help elicit the views or feelings of others?

What situations are you better at holding ‘an attitude of inquiry’ in? When do you lose that attitude?

What aspects of your inquiry skills would you like to improve?

Think about the people you know and those you work with. Are there any individuals who are particularly effective at asking good questions? What might you learn from them?

 

Building your inquiry skills

If we want to ask better questions, it often helps to think about the types of questions we ask and to pay attention to how we phrase the question - are we leaving the space open (to allow the person to think more deeply) or should we use a closed question (to get a factual response)?

 

Useful question types to consider

These questions are useful in any situation to gain understanding about what matters here, to help people clarify their thinking or to get a better handle on their feelings or intentions around an issue.

Focus

Find where attention is focused: "What are you most concerned about in this situation?"

Impact

Clarify what is seen or known: "What effects of this situation have you noticed?"

Feelings

Clarify what is felt: "What emotions do you feel when you think or talk about this situation?"

Values

Identify ideals, dreams and values: "What about this situation do you care so much about?"

Intentions

Identify the change view: "What will it take to bring the current situation towards the ideal?"

Possibilities

Evoke personal involvement: "What do you like to do that might be useful in bringing about these changes?"

 

Examples of open and closed questions

Closed questions (for facts and opinions)

• yes/no questions
• single direction questions: why/who/how/what
• binary questions: do you think EITHER x OR y
• why don’t you…
• why wouldn’t you just
• does it matter…
• would you agree…
• have you considered…
• do you think that’s because…

Open questions (deeper questions about facts, feelings or ideas)

• Tell me more about…
• What is it about…
• Can you share an example…
• What else is possible…
• What if…
• What options can you think of…
• What priorities or values are on your mind…
• What’s important about this for you…
• How would you like it to be
• What would make a difference…
• What could we try…
• What would it take…
• What do you need…
• What haven’t we thought about…

 

Pause for reflection

Consider a specific challenge or work issue you are facing at the moment.

What questions are you currently asking about this? If you could have access to anyone who has information or views about this issue, which questions would you ask to whom?

What do you notice about these questions? Are there any themes?

What kinds of questions might be missing? What new questions might gather new data or create new insights here?

 

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