78 Important Questions Every Leader Should Ask and Answer - Softcover

Clarke-Epstein, Chris

Softcover

ISBN 10: 0814474144 ISBN 13: 9780814474143

Verlag: Amacom, 2006

Inhaltsangabe

This unique book offers 78 questions that leaders at all levels need to ask and answer both inside and outside the organization.

Great leaders have many talents, but one critical skill -- often unrecognized -- is the ability to ask and answer questions. Leaders who master this question-response technique will gain much useful information about what is really going on in their businesses, as well as the admiration of employees, customers, and others with whom they interact.

78 Important Questions Every Leader Should Ask and Answer covers a range of common and uncommon situations, including:

• the need to connect employees' efforts to company goals;
• layoffs, business downturns, and mergers;
• personal crises of employees;
• coaching and mentoring sessions;
• and customer retention.

The book even includes advice on answering questions when the answer is "I don't know" or "I can't tell you." With worksheets in each chapter, it prepares leaders to ask important questions of:?customers ("Why do you do business with our competition?"); employees ("What's a recent management decision you didn't understand?"), and even themselves ("What do I want to be remembered for?").

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Über die Autorin bzw. den Autor

Chris Clarke-Epstein (Wausau, WI) is a consultant, seminar leader, and author of several books, including "The Instant Trainer." A noted public speaker, she is past President of the National Speakers Association.

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78 Important Questions Every Leader Should Ask and Answer

By Chris Clarke-Epstein

AMACOM/American Management Association

Copyright © 2006 Chris Clarke-Epstein
All right reserved.
ISBN: 9780814474143

Chapter One

Questions Leaders Need to Ask Employees About the Business

So far, you've been considering asking questions of yourself and your customers. Important work to be sure, but as a leader, you also need to focus your attention on the people you lead. Asking questions of them is the core of this book.

The easiest and best place to focus your early questions for your employees is around the business. It's amazing how many well-educated, fairly successful employees know a lot about their area of responsibility and virtually nothing about what goes on in the department down the hall. IT people don't understand the salespeoples' challenges. Marketing types take mental vacations when profit and loss statements are discussed. The packer in the shipping department doesn't even realize the company has a research department.

One of my favorite questions to ask a new client is "Do you give tours of your organization to outside groups?" When the answer is yes, I follow it up with "Is that tour, in greater depth, part of your new employee orientation program?" We're not even going to talk about the number of people who stare blankly at the mention of an employee orientation program, but a yes to the second question is fairly uncommon. That being the case, I can only assume that there are many people working in organizations without a clear understanding of the business they're in. That feels risky to me. What's a leader to do? Asking the questions in this chapter is a logical place to start.

Leaders, by their openness to questioning, give followers the confidence to pursue their dreams. - Andrew Finlayson, American author and journalist

You'll ask these questions for two reasons. First, to understand the depth (or shallowness) of the knowledge people have about your organization as a whole. Second, to provide you with an opportunity to impart knowledge, correct misinformation, and encourage exploration-in other words, to adopt the role of teacher for a while. Teaching, in the non-classroom sense, is a major part of a leader's job, and these questions will provide you with the opening to play that role.

Caution: Teaching does not mean lecturing. Asking an employee one of these questions, getting a vague or confused answer, and proceeding to deliver an on-the-spot lecture in an authoritative tone will not get you the results you desire. Teaching means thinking about and delivering the information that the student needs in a way that will be meaningful to them. The answers to these questions may start a brief dialogue, a one-on-one walk through a department with narration, or an invitation to a representative from another department to a team meeting for an old-fashioned show-and-tell. The purpose of these questions is to help you discover what needs to happen next.

If this is your first real step into being a leader who asks questions, go back and read A Warning at the beginning of this book. There are a few things you need to think about before you burst out of your office looking for a poor unsuspecting employee to question. That section will help you remember what they are.

13. How do we make money?

A simple question. "We sell things." "We make things and sell them." "We publish books." If you work in a retail or manufacturing environment, those answers should be pretty obvious. What if you provide a service? "We help people solve problems." "We fix things that break." "We show movies." Surface answers all. Printing books, selling something, fixing someone's equipment allows an organization to present an invoice but does not ensure that anyone makes any money.

Most people have never been taught how business works, a fact that has fueled the Open-Book Management philosophy. In an article in the June 1995 issue of Inc., John Case describes the three elements that make Open-Book Management different.

1. Every employee sees-and learns to understand-the company's financials, along with all the other numbers that are critical to tracking the business's performance.

2. Employees learn that, whatever else they do, part of their job is to move those numbers in the right direction.

3. Employees have a direct stake in the company's success.

Employees in an Open-Book Management organization know how their organization makes money. But, I can hear you saying, "We're not an Open-Book company and I don't have the authority to make us one. True. But you can do your homework by asking this question of the members of your team, evaluating the responses, and establishing a plan to help your team see the big picture when it comes to the bottom line.

This could be scary if it occurs to you that you don't actually know the answer to this question yourself. Don't use that as an excuse to not ask the question. Use it as a reason to ask it of someone who knows and learn from them.

14. How does your work contribute to our success?

Years ago I was a salesperson for a large insurance company. Sitting in a client's office (an unhappy client's office) I asked to use the phone to call the home office to get the answer to his very pointed question. As I dialed our toll-free number, engaging in silent prayer as I pushed each button, it occurred to me that I hadn't ever used the main toll-free number before. It was picked up on the third ring and answered by a cheerful person who was chewing gum so loudly I could almost see her jaw working. I was so glad I had dialed rather than my client.

On the way back to my office, I envisioned the confrontation she and I were going to have. I was going to tell her, in no uncertain terms, how unprofessional her behavior was. Chewing gum into the ears of the hundreds of callers she must talk to in a day-what was she thinking? Since it was a thirty-mile drive back, I had time to think through my initial plan and found it lacking. I needed to talk to her leader. No one, it seemed to me, had helped her understand the importance of her job. When she answered the phone, she represented the entire organization to the person on the other end of the line. I was pretty certain that had never occurred to her. Her leader had never asked her how she envisioned her contribution to the success of the entire company.

As a leader, it is fundamental to your job that each person you lead, whether they're accountants or janitors, understands that they play a crucial part in your organization's success. If you don't know how to explain that, or worse, don't believe that statement is true, stop calling yourself a leader. It is the leader's job to create the context in which each member of their team does their work. You need to explain it in the beginning, watch for understanding in the daily work, and reward it on a regular basis.

I talked to the receptionist's leader about the gum chewing. His blank-stare response helped me understand her behavior. I started telling my clients to call in directly to my administrative assistant when they needed to talk to someone in the company. She never chewed gum. I asked her lots of questions-this one on her first day.

15. How could we save money?

Back to the money stuff. Well, one could argue that most of business is about the money stuff, but asking about the money often gets you to something more valuable. This question does that. Leaders ask this question to investigate, challenge, and assign responsibility. They use it...

Details zur Ausgabe

• Verlag: Amacom
• Erscheinungsdatum: 2006
• Sprache: Englisch
• ISBN 10: 0814474144
• ISBN 13: 9780814474143
• Einband: Taschenbuch
• Anzahl der Seiten: 240
• Kontakt zum Hersteller: HarperCollins; https://harpercollins.co.uk; ; "The News Building 1 London Bridge Street,"; London; SE1 9GF; Vereinigtes Königreich
• Verantwortliche Person: gpsr@libri.de; gpsr@libri.de; ; Friedensallee 273; Hamburg; 22763; Deutschland