The 9 Questions Leaders Ask

18 04 2013

Guest Post by Rob Myers

A friend recently commented on a post where I stated that great leaders ask great questions. In fact, I believe that to be the bulwark of their mission. But what kinds? Here are a few from the top of my head:

9 Critical Questions

  1. Who are we and who do we want to be as an organization? Everything flows from this question and its importance shouldn’t be overlooked – and it begs the next one…
  2. What does that look like in practice? If we’re going to do it, we should have an idea of what we’re aiming at.
  3. What does success look like in this instance? How do we know if we’ve achieved our mission? If we don’t know there’s not much point in pursuing it.
  4. What traits does an organization possess that we aspire to be? Who are our role models? Is there someone doing it incredibly well already? What do we want to adopt from what they’re doing?
  5. What’s the craziest thing you’d do if you owned this company? Often times asking questions without the limits of rational conditions gets the mind to say things it wouldn’t normally. Pick at the thread and trace it back to the underlying point of the statement – see what it’s trying to say.
  6. Does this fit our mission? Southwest airlines is famous for being “The low cost airline” so their CEO famously stated they wouldn’t  add salads on a flight from Vegas to Seattle as it didn’t fit the mission. What are we doing that’s outside our mission?
  7. Why are we doing this and not something else? A number of factors pop up that make us do things: pride, ease, cost, budgets, etc…. this can be a great moment to educate our team by explaining the thought process of what we do and why.
  8. If you were a client/customer would you buy this? How would you feel about the policy/practice? It can be a good reflection to see how our decisions affect others and if we’d be OK with them. It may seem small internally, but it always resonates outward.
  9. What’s our guiding philosophy say in regards to this proposal? A leader is never done wondering if their current practices are in alignment with the companies goals and ethos.

Ultimately, I think the leader is tasked with keeping forever in mind the ultimate goals and philosophy of the organization and further charged with keeping them sacred – to make sure that everything taken on comports with that world view. Or, if confronted with a new situation that compels change of the founding philosophy, to make the hard changes and sell them to the rest of the team.

As always, nothing important happens without meaningful communication.

So what which questions do you think your group should ask, often?

Rob Myers

Rob Myers describes himself:  ”I’m a passionate, battle-tested veteran of the Student Housing world. Relocating from Gainesville, FL (to Orlando) where I spent the last 12 years innovating and renovating, anything and everything, I’m excited for my latest opportunity: turning around a 20 year old Student Housing facility through inspired leadership and a 2.5 Million renovation.  When I see communities sliding into chaos and disrepair like a run away wagon towards a cliff, I can’t help but race to it, jump aboard, and steer it away from the abyss. That’s exciting, and I am nothing if not excitable.”  You can connect with Rob on his blog:  MyStudentApt.com

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My Top Ten Favorite “Leading with Questions” Quotes

4 04 2013

LWQ 1 Year An

My Top Ten Favorite “Leading with Questions” Quotes:

Personal Note:  I love “Quotes!”  When I tried to narrow a collection of over 90 “Leading with Questions” quotes down to my “Top Ten” I simply had a hard time eliminating some of my favorites, so I asked myself a question:  “What should I do?” and quickly came up with a solution – I added four “Honorable Mentions!”

Honorable Mention:

LWQ 94 Andrew Sobel

Honorable Mention:

LWQ 95 Beverly Kaye and Julie Winkle Giulioni

Honorable Mention:

LWQ 92 Eric Schmidt

Honorable Mention:

LWQ Q Michael Dell

#10

LWQ Q 37 Jack Welch

#9

LWQ Q 68 Calvin Cooledge

#8

LWQ Q 28 Naguib Mahfouz

#7

LWQ 96 Bobb Biehl

#6

LWQ Q 22 Lou Holtz

#5

LWQ Q 30 Isidor Isaac Rabi

#4

LWQ Q 2 Dale Carnegie

#3

LWQ Q 34 Henry David Thoreau

#2

LWQ Q 58 King Solomon

#1

LWQ Q 60 Jesus

And of course my “Most Favorite – Leading with Questions” quote is the one included in the banner at the top by Peter Drucker! (so that would make 15 favorites)

What are one or two of your favorite “Leading with Questions” quotes?

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Thanks for Celebrating the One Year Anniversary of http://www.leadingwithquestions.com with me!  

It is my honor to help you sharpen your “Leading With Questions” skills!  

When Leaders Grow Everybody Wins!

Sincerely,

Bob Tiede 3-13

Bob Tiede 





Do You Know Your Team?

21 02 2013

Excerpted with permission of the author from Inspired People Produce Results

Team

I want you to think about your team. Right now. Think about each one of them. See their faces. Hear their voices. Could you give me at least one non-work-related fact about each one of them?

Are they married?

Are they parents?

Are they happy?

It’s important. You need to get to know your team. We have talked about finding a task that suits each one of them. You can’t do that unless you know them.

Is Bill easily bored? Does he need a constant challenge?

Does Elizabeth work best alone, reporting to the group only when her assignment is done?

Does John become depressed if he is deprived of light?

Getting to know your team doesn’t mean that you have to immerse yourself in their lives, probing their personal business. It doesn’t mean that you have to be overly familiar and lose that separation that a leader must sometimes have. It means that you will know them well enough to use them to your best advantage and theirs—starting with creating a physical work space that inspires and leads to results.

First, listen. Do it when your employees are addressing you and when they are engaged in casual conversation. There’s no need to eavesdrop. Just pay attention to what goes on around you.

If John remarks that January gets to him because it’s so gloomy, you might bear that in mind the next time office space near a window is vacant. John might work better and more effectively there.

If Elizabeth often asks everyone to be quieter because she is trying to concentrate, you might move her to a more private corner and keep her need for solitude in mind when you are allotting tasks.

As for Bill, don’t let him get bored. He will relish the toughest problems and could probably solve them in the midst of a Christmas Eve shopping crowd.

Is Joan always shivering under that heavy jacket she keeps on the back of her chair, while Bob works in his shirt sleeves, with a damp and red face? They may have different degrees of temperature sensitivity, and the solution may be as simple as switching their desks, moving Bob closer to the air vent and Joan farther from it.

One more thing. If Elizabeth’s desk is a model of neatness and Bill prefers working chaos, try not to seat them next to one another. They will drive one another nuts!

Similarly, once Elizabeth is in an environment that allows her to work to her full potential, let her tackle something she has never tried before. Both of you might be surprised at the results.

Jeremy Kingsley Inspired People Produce Results

Jeremy Kingsley is a professional speaker, best-selling author, and the President of One Life Leadership. Since 1995 he has spoken to over 500,000 people at live events around the world. He has given over 2000 keynote speeches and his messages have reached millions through radio, television, and the internet.  Jeremy holds bachelors and masters degrees from Columbia International University. He is the author of four books, his latest is titled: Inspired People Produce Results (McGraw Hill, March 2013).  Pre-order now at www.jeremykingsley.com and receive 3 FREE leadership resources!

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9 INTERVIEW QUESTIONS FOR FINDING INNOVATIVE LEADERS

24 01 2013

Guest Post by Matt Monge

Most interviews are pretty boring, so it stands to reason that most interview questions are also boring. There are certainly exceptions, of course, but by and large interview questions are some of the most predictable and inane questions we ever ask other humans. Seriously, you’d almost have to be an idiot not to answer some of these brain-busters correctly:

Are you a team player? What are they going to say? No?

Tell us about your attitude. If they’re dumb enough to say they have an awful attitude, hate people, and occasionally kick cute puppies, you don’t have to hire them. But most folks aren’t dumb enough to give you anything other than what you want to hear.

What are your leadership strengths? Really? You both know what the candidate’s going to say. He encourages collaboration. She likes to empower her employees. He’s an “innovative problem-solver.” She happens to have just the right mix of “big-picture thinking and attention to detail.”

What are your weaknesses? “Guess what–I have flaws. What are they? Oh, I don’t know. I sing in the shower. Sometimes I spend too much time volunteering. Occasionally I’ll hit someone with my car…”

And somehow, through questions like that we’re hoping to discover whether this person is truly innovative, imaginative, creative, and so on. So we’ve got to think about framing leadership interviews differently. I’m actually in favor of scrapping traditional interview formats altogether, but that’s for a different post. Most of us still have to think of ways to ask questions and spark discussions that really help us get to know that person sitting across from us that we just met. Perhaps if nothing else, example interview questions like the below might help get your creative juices going…

1. What wild cards do you see emerging in our industry that could pose a threat to our business? What would you do about them?

2. If you had one month and $25,000 of budget space to tackle any project your little heart desired, what would you do?

3. What situations or environments seem to make you most creative?

4. If you had ten minutes to talk with CEOs across our industry, what would you challenge them to do differently?

5. Tell me about a time you attempted to solve a problem with a completely unorthodox approach. What was the problem, what was your approach, and how did it work out?

6. In concrete terms, please explain the last creative idea you had to improve your own work performance or that of your team.

7. What are some specific things that your organization changed and/or implemented as a result of your ideas or ideas generated by a team you led?

8. What previous professional failure are you most proud of? Why?

9. Say you’ve come up with a crazy idea that you think could have a huge, positive impact on your organization. You pitch your idea to your executive team, but they don’t buy what you’re selling. What do you do? Can you give us an example of a time you did this?

Obviously these aren’t terribly profound. (I mean, really–if I can think of stuff like this, almost anyone can.) I just think we need to ask more targeted questions if innovation–or any other quality, for that matter–is something that’s important to us. If nothing else, try changing up the phrasing or wording in your current questions. Try to nudge the candidate off-balance a little bit. After all, the life of a leader is lived off-balance, right? See how they can adjust to questions they might not have anticipated. Press them for specifics if necessary. The bottom line is that with interviews, like many other things, you’ll only get what you ask for. So ask for more.

Matt Monge – Credit union executive by day. Workplace mojo maker by night.  Matt’s primary passion is his work as Chief Culture Officer at Mazuma Credit Union, but he also does speaking and consulting work on the side to help other organizations with what he’s passionate about: developing awesome culture, organizational identity, and leadership.

Matt’s blog:  themojocompany.com

You can follow Matt on twitter @mattmonge

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I Learn a Lot More When I’m Listening Than When I’m Talking – Part Two

7 01 2013

Asking about Asking

(Personal Note from Bob:  Are you involved in “Fundraising?”  Either personally, or perhaps as a board member of a non-profit organization?  Or do you have friends who work in or with ministries or non-profits that you would love to help?   For the past 41 years I have been personally involved in fundraising.  ”Fundraising” is a topic that I frequently speak on.   I read extensively about “Fundraising.”  Several weeks ago I discovered Kent Stroman’s book, Asking about Asking.  I had read only a few paragraphs when I said to myself, “This is someone I can learn from!”  Kent has “Mastered the Art of Conversational Fundraising.”   If you are involved or associated with “Fundraising” in any capacity you must order Asking about Asking )

Excerpted with the permission of the author from Chapter 7 of Asking about Asking :

“I Learn a Lot More When I’m Listening Than When I’m Talking.”

I once had a meeting with an elderly widow who had been very generous to the liberal arts college I represented. She had contributed thousands of dollars annually for many years to provide scholarships so that deserving but underprivileged students could attend this private school. Her husband had been equally generous during his lifetime. There were many years in which she donated more to the college than I earned. ‘She must be extremely wealthy,’ I thought.

Imagine my surprise when I arrived at her home for my first visit. I expected a grand estate—or a sprawling farmhouse at least. But instead, I found myself entering a very modest bungalow. To call it a ‘humble abode’ would be an overstatement.

older-woman

As I climbed the two steps to her front screen door, I heard an old, but strong, voice say, “Come right in…I’m not getting up to open the door for you.”

And that’s just what I did. As my eyes adjusted to the dim indoor light after leaving the bright summer sun, I saw her sitting in an old rocking chair in the corner of the living room. Victoria wore a faded duster and was working diligently with something in her lap. “What are you working on today?” I inquired.

“Oh, I’m just doing some mending,” she replied, holding up a needle with thread and a couple of pieces of fabric.

After taking a closer look at her handiwork, I was almost speechless…she was sewing a patch on a patch on a washcloth. That’s right. A patch on a patch!

Now, I knew she could have purchased the local department store if she wanted. She was a major shareholder in two banks, and owned large acreages in at least two states! So you can understand why I found it baffling that she was using her time to patch a worn out patch on a worn out washrag.

I just had to ask, “Mrs. Plummer, there are any number of things you could be doing with your time. Why are you mending that old washrag?”

As she replied, I learned far more than the answer to a simple question. She told me, “I’m patching this cloth so I don’t have to go buy a new one. That way, I’ll have more money for scholarships to help more kids attend the Bible School (as she called it).” End of answer. Case closed. And to her, it must have seemed really obvious. By the time I left it had become obvious to me, too. I began to realize that Victoria Plummer’s large, generous, frequent donations didn’t come from the abundance of her possessions. She was giving sacrificially. She was willing to want, if it meant making life’s goals a little more attainable for someone else. Another generation of ‘young folks’ as she called them.

I’m glad I asked Victoria what she was doing—and why. I could easily have guessed, assumed or surmised. But I could never have known what I know today if I hadn’t asked Mrs. Plummer for a simple explanation.

After our brief visit, when she invited me to stay for lunch, there was no way I was going to offend Victoria by suggesting that we drive into town for a meal at the local diner. No! She had brown bean soup and cornbread on the stove, made from scratch that morning. Indeed, I enjoyed a simple meal that hot summer afternoon. And it was made all the more delicious by my realization that we were enabling her to “help more kids attend the Bible School.”

As it turned out that day, I had a true feast!

Plan of Action:

  • Think about your prospective funders.  What would you like to learn from them?  ________________________________________
  • Who would you want to learn from?___________________________
  • Write three questions you could ask that would teach you want you want to learn.
    1. ________________________________________________________________
    2. ________________________________________________________________
    3. ________________________________________________________________
  • Decide when to call and schedule your meeting.  ____/____/____ @ ____:____

Kent Stroman

M. Kent Stroman teaches passionately, consults wisely, writes creatively, speaks inspirationally and helps willingly.  He is a Certified Fund Raising Executive (CFRE) whose counsel has been honed by more than thirty years’ experience in nonprofit leadership, fundraising, strategic planning, capital campaigns, major donor solicitation and financial management. Kent loves learning, reading, traveling, singing, cooking, eating and fun!

You can connect with Kent at:   Stroman Consulting  or on Twitter @kentstroman

You can order your book at :  Asking about Asking

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Unstuck in 5

13 12 2012

Guest Post by Pam Smith

Everybody gets “stuck” once in a while.  Even those who coach others on a regular basis can get stuck.

In preparation to instruct a group of counselors on how to use coaching as a tool in their profession, I used the letters in the word “STUCK” to identify 5 steps to getting “unstuck” and then provided a number of good questions to use for each step.

Here are the 5 steps:

  • Set the Focus
  • Talk about Options
  • Unleash a Plan
  • Check for Obstacles
  • Know Commitments

Why 5-steps and not 3 or 4?  Well, just like when trying to pick something up with one-hand, the true strength comes in using all five fingers.

Bowling 2

Here’s another way to think about it: I read an article by a pretty good bowler. He had three 300 games, many over 290, and a high three-game series of 790.  He stated that a 5-step approach is used by most of the higher average bowlers.  Here a summary of what that 5-step process looks like:

The first step is the speed step that sets up the entire shot.  Step two is the push out where the bowling ball is set in motion from its starting position towards the lane where the bowler wants it to go.  In step three the ball is allowed to fall into a natural swing motion. Step four continues the motion by ending the back swing and starting the ball back towards the lane. The final step is the slide and the all-important follow through.

Here’s how the five-step “STUCK” process compares to the technique used by high-achieving bowlers:

  • Set the Focus (like in bowling, this establishes where you are starting and where you want to go)
  • Talk about Options (this is where you push out the ideas to begin forward motion)
  • Unleash a Plan (now you frame a plan that feels both natural and achievable)
  • Check for Obstacles (like in bowling here’s where you make any adjustment needed)
  • Know Commitments (here’s where the all-important follow-through takes place)

When you read the 5-step process for bowling did you find yourself visualizing a bowler going through the process?  Since it is more difficult to visualize the “STUCK” process, here’s a copy of the front and back of the laminated cards I provided to the counselors:

S.T.U.C.K Front

Card(STUCK)BACK

Next time you feel “STUCK”, give it a try.

Pam Smith and 9 Ways

Pam Smith - VP for Student Advancement, Biblical Seminary www.biblical.edu

Author of: Nine Ways Woman Sabotage Their Careers

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Push Open the Flood Gate

29 11 2012

Excerpted with the permission of the authors from Chapter 17 of Power Questions:

I am having lunch with Margaret.

I don’t usually take time for this sort of a luncheon date. But Margaret has been calling every month for the past year to arrange a time we can get together. She is Vice President of my bank, in charge of the Private Banking Division.

I think: who knows when I’m going to need some credit. Why not get together? I have never met her.

“Sure. You bet, let’s have lunch. It’s about time,” I tell her when she calls this last time. We meet at a special restaurant of her choosing. She is waiting at the table when I arrive. She stands up. Her handshake is firm and friendly. There’s a peck on the cheek.

Before the waiter comes for the order, Margaret talks about how long she has been at the bank. She tells me about her progression up the ladder to her present position. “I’ve worked very hard to get where I am.”

The waiter arrives with the clam chowder. While we are eating that, I hear about her wonderful two-week holiday in Hawaii. “We go there every year. We have a time-share on the Big Island. It’s glorious.”

(I wonder where this is going. There’s a wonderful scene in Scarface, when Al Pacino is relaxing in a huge bubble bath in his mansion. He looks around and asks, “Is this all there is?” I’m asking the same question.)

Between the soup and our Cobb Salad, Margaret tells me about her new grandchild. She digs into her purse and pulls out some photos for me to look at. There’s nothing as proud as a new grandmother.

(I am wondering if Margaret has any questions for me. Nothing so far.)

We finish with coffee.

She looks at her watch. As sudden as a sneeze, it’s obvious it is time to leave. “It is so special,” she says, “having this time with you. I’ve really looked forward to meeting you.”

Whoa— what’s happening here? It occurs to me that I learned a great deal about Margaret. She learns nothing about me. Nothing. She has no idea what motivates me or what makes me get up in the morning. She’s learned nothing about my business.

Just think about what she could discover with some simple, open-ended questions. For instance, “Tell me how you feel about our services?” Or, “Why did you decide to go into business for yourself?” Or, “You’re an important client of ours—how can we do a better job of meeting your needs?”

Most important: “Really? Can you tell me more?”

An amazing torrent of conversation and information flows when someone responds to a question of yours and you say, “Tell me more.” This simple phrase, in fact, can be used almost anytime to draw someone out. “Tell me more about that” is a powerful prompt you can use often. Daily, actually.

I left the restaurant, shaking my head.

Back at my office, a colleague asks me about my lunch. “Was it a good use of your time?”

“No!” I blurt out, before I could even think of a proper response.

“Why? What happened?” he asks. And as I think about the lunch, I realize my banker did not ask me anything that helps me clarify my thinking about my business or my career. Nor did she share with me, for example, how some of her other clients, in similar businesses, deal with my particular challenges. By failing to learn about my priorities, she gleaned no clue about how to serve me better or what other services I could benefit from.

My banker squandered a power-packed opportunity. She goes through business life’s revolving door on somebody else’s push. She could have ensured my continuing relationship with the bank. She could have won my enthusiastic business support wrapped in a perfect package with few strings remaining untied. She didn’t.

It’s not about you. If you do all the talking, you learn nothing about the person. If you do all the talking you’re in the spotlight. If you do all the talking, you don’t empower the other person.

Your job is not to listen to respond. Your job is to gain information and create a vibrant dialogue. That’s an important distinction. Tell me more is the magic key to open up the next layer of the other person’s thinking and experiences.

Would you like to know more about Power Questions?  Here is a really well done video overview Power Questions by Andrew Sobel:   

Authors of Power Questions: Jerold Panas & Andrew Sobel

Jerold Panas is the world’s leading consultant in philanthropy and the CEO of Jerold Panas, Linzy & Partners, the largest consulting firm in the world for advising nonprofit organizations on fundraising. He can be reached at Jerold Panas

Andrew Sobel is the leading authority on building long-term client and other professional relationships. He can be reached at Andrew Sobel

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Great Leaders Ask Better Questions

26 11 2012

Guest Post by David Peck

You’re paying your people too much to think for them. Guide them to do their own best thinking, and their contributions multiply exponentially. Directive behavior does the opposite … it shuts people your up, and shuts them down.

“Why doesn’t she do what I tell her to do?! ” This CEO mentioned he was having trouble getting one of his divisional presidents to take a new approach to her role. After several weeks of pushing and prodding on his part, he called and asked me to coach him on how to “get her to do it.”

I rejected his automatic assumption that the problem was hers, and looked at the quality and utility of the question he was asking.

I asked him to reconsider the question in terms of the autonomy versus dependence it might instill in his president. We brainstormed a different question to discuss with her: “What’s standing in the way here?” to which he replied in frustration that he’d rather ask himself what’s standing in the way of him kicking her butt out the door.

Yet he tried it, and she started explaining problems with the new approach that he hadn’t thought through on his own. In fact, he re-thought the approach he was taking and decided to take a different tack.

When a leader isn’t getting what s/he wants out of someone, it’s important first to look in the mirror and ask “What do I need to change in the way I am leading to launch them into effective, independent action?”

In contrast, a get-them-to-do-my-bidding approach requires constant care and feeding—first you push and prod just to get them to do it. If you look away, they may stop, so it requires constant attention.

It’s a perfect recipe for wasting your time and theirs, marginalizing everyone’s contribution, starting with your own.

If you tend toward telling, try asking questions that draw out answers that propel your people forward on their own.

David Peck has 26 years of experience as a C-level leader, executive coach, and management consultant.  David has a deep experiential understanding of P&L leadership, technology, professional services, and talent development and management. He’s lived on both coasts of the U.S., and has worked with and for organizations and clients in the U.S. and abroad, including in Australia, the EU, Singapore, and Canada.  His experience as a leader, coach, and consultant is particularly geared toward being a change agent, including his role as founder and head of Charles Schwab’s Mutual Fund Clearing business, which he built from zero to $23 billion in assets in just three years.

David’s blog:  leadershipunleashed

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Top Five Questions to Ask on Thanksgiving

21 11 2012

Happy Thanksgiving!

This past weekend I asked friends on Facebook, LinkedIn and Twitter to share their “Most Favorite Question to Ask on Thanksgiving?”

I promised a complimentary “Power Questions” book for the authors of the questions selected.

Scores of great questions poured in!  My sincere thanks goes out to everyone who contributed!

Below are the “Top Five Questions to Ask on Thanksgiving” that were selected!

 

 

What “Thanksgiving Day” question would you add?

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The Trait that All Good Bosses Share

19 11 2012

Guest Post by Maren Kasselik

Eating crow could help you climb the corporate ladder: Humble leaders are more effective and better liked by coworkers, finds a study to be published in the Academy of Management Journal.

Humility in the workplace is defined by three traits:

  1. The ability to admit your mistakes
  2. The ability to spotlight your subordinates’ strengths
  3. The ability to be teachable or accept correction

The study also found humility was contagious; humble leaders’ subordinates were more willing to admit their own mistakes, more receptive to feedback, and more engaged with their work.

“You need to open up and admit what you don’t know. You need to recognize when your followers do something better than you and when they’re more talented than you—and celebrate it,” says study coauthor David Hekman, Ph.D., an assistant professor of management at the Lubar School of Business at the University of Wisconsin-Milwaukee. Otherwise, your coworkers will start doing the bare minimum to complete their jobs without being yelled at, Hekman warns.

Humility can also help you be less stressed on the job. “Leaders who are constantly trying to maintain a strong front and macho personality are often psychologically exhausted, which leads to leader burnout,” says study author Bradley Owens, Ph.D., an assistant professor of management at the State University of New York at Buffalo. “In contrast, the humble leaders in our study felt psychologically relieved and liberated,” he told Men’s Health.

But be wary: You can’t fake humility. In the study, flattery and empty praises were pinpointed as dishonest and met with contempt and suspicion.

To act like a humble leader, ask the right types of questions from your team, Hekman says.

Humble leaders ask open-ended questions that make coworkers feel valued:

  • Do you have any ideas for what our strategy should be?
  • Any ideas on how to stop this competitor?
  • Any ideas why this customer is using our services less and less?

Avoid questions that blame a person:

  • Where’s the report I asked for?
  • Why didn’t you include the other analysis in your report?
  • What were you thinking?

Maren Kasselik  Freelance journalist, NU grad and sports junkie moonlighting as a medical assistant.  You can find Maren in NorCal or chasing pow. She describes herself as, “Just a stranger trying to make Him known.”  You can follow Maren on Twitter at:  @marenismaren

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