{"id":31597,"date":"2024-05-03T09:03:25","date_gmt":"2024-05-03T07:03:25","guid":{"rendered":"https:\/\/managementberatung-coaching.de\/?p=31597"},"modified":"2024-10-08T08:02:16","modified_gmt":"2024-10-08T06:02:16","slug":"cultural-transformation-role-executive-management-3","status":"publish","type":"post","link":"https:\/\/managementberatung-coaching.de\/en\/wirksames-fragen-fuehrungsinstrument\/","title":{"rendered":"Managing director knowledge: Leading purposefully with effective questions"},"content":{"rendered":"
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<\/path><\/svg><\/span>Management Summary<\/span><\/p>\n\n<\/div>\n\n

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Effective questions are a powerful management tool. However, it is still used far too rarely by managers and executives. Three types of questions are particularly suitable for formulating effective question types: <\/p>\n\n\n\n

    \n
  • Open questions, <\/li>\n\n\n\n
  • Hypothetical questions,<\/li>\n\n\n\n
  • Motive questions.<\/li>\n<\/ul>\n\n\n\n

    We present all three types of questions in detail with examples. We also provide instructions on how to practise effective questioning and thus successfully develop this important leadership skill.<\/p>\n\n<\/div><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n

    What are effective questions?<\/h2>\n\n\n\n

    Effective questions make others think. They evoke a response and thus open up spaces for thought that would remain closed by an answer. <\/p>\n\n\n\n

    Three types of questions are primarily suitable for effective questioning:<\/strong><\/p>\n\n\n\n

      \n
    1. Open questions<\/strong><\/li>\n\n\n\n
    2. Hypothetical questions<\/strong><\/li>\n\n\n\n
    3. Motif questions<\/strong><\/li>\n<\/ol>\n\n\n\n

      Open questions: definition, examples and benefits<\/h3>\n\n\n\n

      Open questions, also known as W-questions, begin with the classic question words what, who, how, where, when. To use them effectively, I recommend formulating the W-question in a forward-looking and solution-focussed way.<\/p>\n\n\n\n

      Here are some examples of open, solution-focussed questions:<\/p>\n\n\n\n

        \n
      1. What do you need so that ...?<\/li>\n\n\n\n
      2. How do you manage to ...?<\/li>\n\n\n\n
      3. Where do you start to ...?<\/li>\n\n\n\n
      4. Who will support you to ...?<\/li>\n\n\n\n
      5. What else do you need to ...?<\/li>\n<\/ol>\n\n\n\n

        Formulate the questions according to this structure, direct the other person to a next step or a result.<\/p>\n\n\n\n

        Hypothetical questions: definition, examples and benefits<\/h3>\n\n\n\n

        Hypothetical questions formulate a hypothesis, an assumption, a possibility. Hypothetical questions have a psychological effect. They minimise the hurdle of the next step, as they assume that it will succeed.<\/p>\n\n\n\n

        Examples of hypothetical questions:<\/p>\n\n\n\n

          \n
        1. Assuming you achieve your goal, what has changed as a result?<\/li>\n\n\n\n
        2. If you have your goal clearly in mind, how will you get there?<\/li>\n\n\n\n
        3. Let's assume that the challenge is significantly less than you think, what influence does that have on your motivation to start realising it?<\/li>\n<\/ol>\n\n\n\n

          Hypothetical questions assume that the result has been achieved. This gives them tremendous power. Hypothetical questions minimise doubt and resistance. They are therefore particularly effective in the context of change processes.<\/strong><\/p>\n\n\n\n

          Motive questions: definition, examples and benefits<\/h3>\n\n\n\n

          Effective questions include a third type of question, the motive question. Motive questions begin with \"why\", \"wherefore\", \"wherefore\". Motive questions explore causes, reasons and drivers. However, they remain in the past or in the problem. Motive questions are important in situations in which the conversation is to be developed from the position to the target level. Let me give you three examples of motive questions:<\/p>\n\n\n\n

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          1. Why is that important to you?<\/li>\n\n\n\n
          2. Why do you want to proceed in this way?<\/li>\n\n\n\n
          3. Why does this have to be finalised by then?<\/li>\n<\/ol>\n\n\n\n

            If the motive behind an opinion or concern is clearly formulated, the need is transparent. It is usually easier to derive a consensus-based solution from this need.<\/p>\n\n\n\n

            A well-known model that works with motive questions is the HARVARD negotiation model.<\/p>\n\n\n\n

            How can effective questioning be trained?<\/h2>\n\n\n\n

            I present three exercise options below:<\/p>\n\n\n\n

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            1. the reformulation,<\/li>\n\n\n\n
            2. the mental questions,<\/li>\n\n\n\n
            3. the prepared questions in appointments.<\/li>\n<\/ol>\n\n\n
              \n\n

              Exercise 1: Rephrasing<\/h3>\n\n\n\n

              This exercise works very well when you listen to interviews on the radio or television. Although journalists are trained to ask questions, some of them ask closed questions, even though open questions are much more effective. If you notice this, rephrase the questions in your mind. Observe the response space that is opened up by the open question.<\/p>\n\n<\/div>\n\n

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              Exercise 2: The mental question<\/h3>\n\n\n\n

              This exercise also works if you are in the role of listener. However, this time you are not listening to an interview, but to a report, a documentary or the news. At the end of the report, formulate open or hypothetical questions that would help you to explore the topic further.<\/p>\n\n\n\n

              Sample questions:<\/p>\n\n\n\n

                \n
              • What if ...?<\/li>\n\n\n\n
              • How else could you ...?<\/li>\n\n\n\n
              • Where else could ... be used?<\/li>\n\n\n\n
              • Assuming that this could be produced faster \/ more cost-effectively, what could it look like?<\/li>\n\n\n\n
              • Assuming there was still one crucial competence to make the solution really \"outstanding\", who would you have to talk to?<\/li>\n<\/ul>\n\n<\/div>\n\n
                \n\n

                Exercise 3: The prepared questions in appointments<\/h3>\n\n\n\n

                This exercise should become an elementary part of your everyday management routine. To do this, prepare 3-5 key questions before conversations or meetings that you will ask during the meeting. Start with open questions and save the hypothetical questions for the end.<\/p>\n\n\n\n

                Sample questions:<\/p>\n\n\n\n

                  \n
                • What benefits do you expect from the project?<\/li>\n\n\n\n
                • What should a decision proposal look like that is immediately convincing?<\/li>\n\n\n\n
                • Who else would we need to involve from the outset in order to ...?<\/li>\n\n\n\n
                • Suppose there was a more elegant way, what would it look like?<\/li>\n\n\n\n
                • Suppose we were to omit one step, what would it be and why?<\/li>\n<\/ul>\n\n\n\n

                  The benefits of this exercise are obvious: you can express yourself on topics in which you are not completely \"at home\". You also actively steer the conversation in the desired direction.<\/p>\n\n<\/div>\n\n\n

                  What is the benefit of effective questions?<\/h2>\n\n\n\n

                  Effective questioning offers you as a managing director several benefits:<\/p>\n\n\n\n

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                  1. Targeted questions encourage your dialogue partners to think. In this way, you as the managing director initiate growth and development processes.<\/li>\n\n\n\n
                  2. Effective questions open up spaces for solutions that were previously invisible.<\/li>\n\n\n\n
                  3. Effective questioning saves you time when preparing appointments.<\/li>\n\n\n\n
                  4. Questions leave the responsibility for the topic with the interviewee.<\/li>\n\n\n\n
                  5. Effective questioning is always at eye level. It accepts that you, as the managing director, only see part of the truth.<\/li>\n<\/ol>\n\n\n\n

                    I hope you enjoy practising and wish you valuable \"aha\" moments when asking questions.<\/p>","protected":false},"excerpt":{"rendered":"

                    Effective questioning is an instrument of modern leadership. Because an effective question is always at eye level and opens up more room for thought and solutions than an answer.<\/p>\n

                    In this article, you will find specific exercise instructions so that you as a manager can use this effective management tool more consciously and successfully. These will help you to refine your ability to ask questions effectively.<\/p>","protected":false},"author":2,"featured_media":31610,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_seopress_titles_title":"Gesch\u00e4ftsf\u00fchrerwissen: Mit wirksamen Fragen zielgerichtet f\u00fchren","_seopress_titles_desc":"Kernkompetenz aller F\u00fchrungskr\u00e4fte, vor allem aber der Gesch\u00e4ftsf\u00fchrer sollte es sein, wirksame Fragen zu stellen. Wir erkl\u00e4ren, wie es geht.","_seopress_robots_index":"","_seopress_robots_follow":"","_seopress_robots_imageindex":"","_seopress_robots_snippet":"","_seopress_robots_primary_cat":"none","_seopress_robots_breadcrumbs":"","_seopress_robots_freeze_modified_date":"","_seopress_robots_custom_modified_date":"","_seopress_robots_canonical":"","_seopress_social_fb_title":"","_seopress_social_fb_desc":"","_seopress_social_fb_img":"","_seopress_social_fb_img_attachment_id":0,"_seopress_social_fb_img_width":0,"_seopress_social_fb_img_height":0,"_seopress_social_twitter_title":"","_seopress_social_twitter_desc":"","_seopress_social_twitter_img":"","_seopress_social_twitter_img_attachment_id":0,"_seopress_social_twitter_img_width":0,"_seopress_social_twitter_img_height":0,"_seopress_redirections_value":"","_seopress_redirections_enabled":"","_seopress_redirections_enabled_regex":"","_seopress_redirections_logged_status":"both","_seopress_redirections_param":"","_seopress_redirections_type":301,"_seopress_analysis_target_kw":"","_seopress_news_disabled":"","_seopress_video_disabled":"","_seopress_video":[],"_seopress_pro_schemas_manual":[{"_seopress_pro_rich_snippets_type":"none"}],"_seopress_pro_rich_snippets_disable_all":"","_seopress_pro_rich_snippets_disable":[],"_seopress_pro_schemas":[],"footnotes":""},"categories":[250],"tags":[],"class_list":["post-31597","post","type-post","status-publish","format-standard","has-post-thumbnail","category-praxis-fuehrung","masonry-post","generate-columns","tablet-grid-50","mobile-grid-100","grid-parent","grid-33"],"acf":[],"_links":{"self":[{"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/posts\/31597","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/comments?post=31597"}],"version-history":[{"count":0,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/posts\/31597\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/media\/31610"}],"wp:attachment":[{"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/media?parent=31597"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/categories?post=31597"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/tags?post=31597"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}