16 Dumb Questions You’re Afraid to Ask

The hardest question to ask is the obvious one. Fearful leaders remain silent. Courageous leaders ask.

1. What are we doing?
2. Compared to what?
3. Who said?
4. Why not? Move from “either/or” to “and” by asking, “Why not?”
5. What problem are we solving?
6. What’s working? How? Why?
7. Begin agenda items by asking, “What questions should we ask?”
8. What are our values? When employees cut themselves, values should come out.
9. Which of our values is driving this decision? How?
10. Where are we going?
11. Who are we?
12. How does this take us where we want to go?
13. Who is our customer?
14. What value do we deliver?
15. How are we communicating our value to customers? Unperceived value isn’t valuable.
16. How am I doing?

Bonus: What are we afraid to ask?

Power:

The best way to challenge the status quo is with questions. Dumb questions test basic assumptions. But, fear of looking dumb makes us ignorant.

“It is not the answer that enlightens, but the question,” Decouvertes.

When you think you know, assume you don’t.

Questions create confusion initially
and end confusion eventually.

Bonus tip #1: Ask questions that lead to action. Knowledge emerges when people take uncertain action.

Bonus tip #2: Always follow questions with silence.

Interested in more: Read Facebook responses to: “Leaders should ask stupid questions like _______.”

How have dumb questions helped you?

What dumb question can you suggest?

10 Ways to Spot Authentic Leaders

Talk isn’t always cheap. Words change lives and organizations. However, when it comes to authenticity, talk is nearly meaningless.

Authenticity, like trust, feedback, and empowerment are words tossed around in leadership circles likes nuts at a squirrel buffet.

Words apart from practice make you
feel you know when you don’t.

Using the term “authentic” doesn’t make you authentic any more than sleeping in a garage makes you a car.

10 practices of authenticity:

I’ve interviewed scores of high profile leaders. Authenticity appears quickly. Authentic leaders:

1. Talk comfortably about failure.
2. Say, “I hadn’t thought of that.”
3. Speak tough truths comfortably.
4. Share what they are learning. Fakers pretend they already knew.
5. Ask “dumb” questions.
6. Explore-with rather than conclude-for.
7. Invite feedback. You’d be amazed how many leaders fear feedback, even refuse it.
8. Honor others, profusely. Phony leaders need honor. Authentic leaders give it.
9. Know and acknowledge frailties and weaknesses. Fakers are omniscient and omni-compitent.
10. Empathize without compromise.

Bonus: Adapt, change, and grow. Phonies don’t grow they spiral inward like black-holes.

You change before you help others change.

The power of authenticity is influence rather than coercion. Fakers rely on position, authority, and manipulation. Authentic leaders influence through the power of their person.

Benefit:

Authenticity lowers stress; faking increases stress.

For the record, most leaders I interview practice authenticity. It’s refreshing and encouraging. Authenticity fills words with authority and power, without it, words are cheap.

How do you spot authenticity?

How does authenticity develop in a person?

Finding Your Power

Focusing on what others should have done is an excuse maker’s paradise.

Responses reflect values.

Excuse maker and blamers value themselves above others. They’ll drive the knife in your back if it serves their purposes.

Compassionate leaders value others. They believe in lifting rather than crushing.

Responses reflect confidence.

Blamers live defensive lives, feeling pushed around by circumstances and people. They don’t believe they’re able to change things. They feel trapped. They’re dangerous, like caged animals, they’ll lash out.

Confident leaders remain calm during disappointment while seeking solutions, at the same time. They aren’t frantic. They’re focused.

Responses reflect connections:

Excuse makers feel alone; they don’t trust or consult with others, except to determine who to blame.

Connected leaders seek solutions with others. They’re willing to ask “dumb” questions in their pursuit of smart answers. They don’t believe they have the answers. They believe they can get answers.

The weakness of blaming and the power of solution seeking is all about your values, confidence, and connectedness.

Embracing your power:

We taught our grandchildren to swim. They started with floaties. I still remember their white knuckled grasp the first time they tried swimming without artificial buoyancy. We stayed close.

They kicked and splashed and nearly sank, at first. Gradually we moved away. Soon they were swimming from one side of the pool to the other. Eventually, they instructed, “You can get out of the pool now, Poppi.” Their gleaming pride was priceless.

The most powerful thing you can do today is take small steps toward big goals. Forget giant leaps toward perfect solutions.

Your next step is too big if you feel trapped and powerless.  Break it down.

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How do you rise above excuse making?

How can we help others rise above blaming and excuse making?

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Are You “Dumb” Enough to Lead

You rose to leadership because you provided answers and solutions; that’s what individual contributors do. Not so with leaders.

In the past, you had all the answers but now you need all the questions. Are you brave enough to not know, even when you think you do?

Leaders with answers don’t need teams, they need cheerleaders and yes-men.

Curiosity and questions enable leaders to bring out the best in others; to find solutions through others. Bringing out the best in others is your job, period.

Dumb:

You limit your leadership when you’re afraid to ask “dumb” questions.

1. Ask obvious questions.
2. Explore inconsistencies.
3. Toss out a “Why not?” It might take you somewhere.

Critics and questions:

Every leader hears personal and organizational criticisms. Face critics with questions not answers.

1. Where does listening to you take us?
2. What new future does your critique create?
3. Are you offering solutions or just bitching?
4. What can you do to make things better?
5. Are you aligned with our mission, vision, and values?

Facing the down side of curiosity:

Too much curiosity creates a spiraling vortex of uncertainty. Too much curiosity stalls progress. There are dumb questions.

1. Ask questions that lead to action.
2. Ask questions that connect with strengths and opportunities.
3. Ask questions that create simplicity not complexity. Any fool can create paralyzing confusion.
4. Ask fewer “why” questions.
5. Ask more questions that start with “how” and “what.” Well crafted “what” questions cut to the chase.

Leading with questions:

Repeating questions creates focus in others. Ask a question frequently enough and people will determine it matters. Ask questions connected to values, mission, and vision.

How can leaders deal with the struggle to have answers when they should be helping others find answers?

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