Leaders Must Not Ask These Five Questions To Avoid Any Failure.

< p > < a href= "http://sjfzxm.com/news/index_p.asp >" question /a > is undoubtedly a powerful way to improve leadership.

Correct questions can help enterprise leaders predict changes, seize opportunities and lead their organizations to move forward in a new direction.

But how to ask questions is very important. If we do well, we can greatly motivate our employees and improve their enthusiasm. However, if they are not good enough, they may evolve into confrontation or blame and turn their emotions from positive to negative.

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< p > "we live in a world created by problems."

David Koprid (David Cooperrider) said so.

Cope Reid is a professor of Case Western Reserve University and an advocate of "affirmative inquiry" (Appreciative Inquiry), Western.

The affirmative inquiry theory holds that it is far more effective for an organization to focus on strengths and use positive language when asking questions than to focus on the extreme.

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What are the problems that leaders should avoid? < p > > recently, when I was writing new books, I talked with Reed and other leading experts. Here are the five most common examples.

These problems often lead to backfire and eventually lead to wrong direction.

Simply adjusting, the same problem will enable everyone to take an active part rather than lose heart.

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< p > 1, < < a href= > http://sjfzxm.com/news/index_p.asp > > < /a > where? "Business leaders may find themselves asking such questions frequently:" what's wrong? Where is it damaged? What is the biggest threat we face? "- unfortunately, about 80% of the management meetings started so," Reed said.

However, if an enterprise leader always asks questions and weaknesses, the whole organization will tend to focus on it instead of exploring strengths and opportunities.

Don't always ask "what's wrong" or catch the problem. You'd better ask more positive questions, take advantage of them and achieve your goals.

For example, where do we do well? What else can we do on this basis? What is the ideal result? What can we do to get closer to that goal? < /p >

< p > 2, "whose fault is this?" in reality, when there are any failures or problems, there are usually a lot of accusations. The purpose of this question is to find scapegoats.

Keith Yamashita, a SYPartners consultancy, points out that when leaders question who is wrong, they are usually trying to clear their responsibilities and blame Keith.

In fact, there are better ways to ask questions, such as "how can we work together to strengthen our weaknesses?" which points out the weak links and areas that need to be strengthened, and avoids too many accusations.

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< p > 3, "you a href=" http://sjfzxm.com/news/index_p.asp "why" /a > do not do so? "This question seems to be only a suggestion, but if it comes from the leadership, it becomes a kind of command -- a way to impose leadership ideas on others.

Worse still, if you ask this question afterwards, the subtext is, "why don't you use this method when you do it?"

So the problem turned into criticism.

Aspire Collaborative Services's leadership expert Maricho Asmus (Mary Jo Asmus) said, "or else you do it." such questions are actually a kind of hidden control.

She believes that if a leader has hired the right employee, he or she should not control the details of the job.

It's best to let employees think about their own ideas and practices. Even if you can help them sometimes, ask questions like this: what do you think of this? What are your ideas? < /p >

< p > 4, "haven't we tried it yet?" and another equally bad question is: "why do you think this is feasible? Is this not proven before?" it does not mean that leaders should not have doubts about strategies given by employees, especially if they have done similar attempts before, but please pay attention to your tone.

Vistage International is an executive leadership group, and its member Phil Kessler (Phil Kessler) points out that such problems usually give people a sense of condescending or even morale.

For example, all cases have been taken into consideration, and because some method that has been tried is not feasible, this method should always be neglected.

In fact, leaders may not realize that some methods have not worked well in the past, perhaps because the timing is bad or the execution is not good, not because the thinking itself is wrong.

It's best to ask this question. What's the difference if we still do this? What will happen? /p

< p > 5, "where is our iPad?" Jump Associates consultant Dave Patnaik (Dev Patnaik) noticed that the boss usually raises such questions when she learns that her competitors have launched a very hot new product and panicked.

In fact, the leader is urging his / her employees, "why haven't you made such a product? Hurry up!" the problem is that such questions will only make employees blind followers. They will think that their job is to imitate others as soon as possible.

Instead of falling into imitation, it is better to ask: why is our competitor's product so successful? What are the requirements that it has met? How can we take advantage of our unique advantages to better meet customer needs? < /p >

< p > in addition to the above specific questions, you can also test other questions to see if your questions are appropriate.

In general, leaders should avoid asking questions rather than asking questions, says Tim Ogilv Tim Ogilvie of management consulting firm Peer Insight.

"Avoid those questions and answers that feel like parents and children," says Kessler of Vistage. Kessler.

Finally, Dan Rockwell, a blogger of "leadership craze", adds, "for a problem you don't want to know, let it rot in your belly." Dan Rockwell.

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