Want to increase innovation? Make better hires? Improve problem-solving? Start by honing your questioning skills.  

Approach Conversations Thoughtfully. 

Before you start any conversation, determine your goal or desired outcome. For example, are you: 

• Interviewing a candidate?  
• Brainstorming a solution?  
• Having a conversation with an employee or a peer?  

Always keep the purpose of your questions in mind.  

Don't pre-suppose the answer or steer the conversation to elicit the response you want. If you ask the question with an answer in mind, you're not prepared to receive what the other person has to say with an open mind. Ask open-ended questions and request clarification on anything unclear.  

Good questions lead to innovation. When brainstorming or problem-solving, ask what is possible without limitation. Explore tough questions that can take your organization to the next level with the right answers. 

Approach conversations with emotional intelligence. Provocative questions are great, but not at the expense of a trusting relationship. Pay attention to cues such as body language that can indicate you're making someone uncomfortable. A conversational partner who doesn't feel safe and respected will not be open and forthcoming in their answers. 

Avoid the 7 Deadly Sins of Questioning 

1. Asking Leading Questions

These are questions that subtly prompt people to answer in a particular way. They are often biased and don't encourage honest or open responses.

2. Overusing Closed Questions

While closed questions can be useful, overuse can lead to narrow answers and restrict broader conversation or deeper insights.

3. Failing to Follow Up 

Valuable information can be unearthed in the follow-up questions; ignoring them could leave crucial insights undiscovered.

4. Interrupting Responses 

Give people you're speaking to time to think about their answer when you ask a question. Rushing them or interrupting their responses can hamper the quality of the conversation.

5. Not Asking Clarifying Questions 

When responses are unclear or vague, clarifying questions can help you gain a better understanding and deeper insights.

6. Asking Complex Questions 

Questions that are too complex may confuse others in the conversation and lead to unclear answers.

7. Ignoring the Environment 

The context, mood, and environment can greatly affect the responses and should be considered when asking questions. 

Try the 5 Whys Technique 

Invented by Sakichi Toyota (founder of Toyota Industries). 

The technique involves asking "why" five times to figure out the root cause of a problem.  

It: 

• Prevents managers from settling on quick fixes. 
• Pushes them to uncover the root cause of challenges.  
• Can be used in interviews to better understand a candidate's decision-making processes and problem-solving abilities.  
• Can feel a little uncomfortable to use at first. (Hint: Probe gently rather than channeling your inner three-year-old.) 

5 Whys Technique in Action:

1. Why is employee turnover high? (The CEO begins by identifying the problem: high employee turnover.)

2. Why are employees leaving the organization? Digging deeper, the CEO investigates why employees are leaving, which might reveal reasons like inadequate compensation and lack of growth opportunities.

3. Why is compensation inadequate? (To uncover the root cause, the CEO explores why compensation is insufficient. This could lead to discovering that the company's pay structure is not competitive.)

4. Why is the pay structure not competitive? (Further inquiry reveals that the company's market research and compensation benchmarks are outdated, resulting in uncompetitive salaries.)

5. Why is market research and benchmarking outdated? (Finally, the CEO identifies the root cause as a lack of investment in HR resources and strategies, such as regular salary surveys and competitive analysis, which has led to an outdated compensation structure.) 

Consider The CHAIR Model 

The CHAIR technique for asking questions is attributed to Kevin Eikenberry, leadership training and development expert, and discusses the approach you take or attitude you bring when asking questions: 

• Curious: Approaching a conversation with curiosity opens your mind, shows sincerity and builds trust. 
• Humble: Never pretend you know something when you don't. Get the information you need to make smart decisions. 
• Aware: "Reading the room" is about gauging how someone is feeling and helping them feel comfortable with sharing.  
• Inclusive: Bring everyone involved into the conversation and invite questions and contributions.  
• Reflective: Take the time to ask thoughtful questions and reflect on what has worked and what has not.  

This technique fosters a comprehensive understanding of their viewpoint and ensures the conversation is productive.

Want Better Staffing Results?  

Call  CornerStone Staffing to improve your hiring and workforce strategy. We'll ask the right questions, develop the right solutions, and deliver the right people.  Contact us today!