How to Ask Dumb Questions Well ??

As coaches, I believe it’s our business to catalyze results. If our clients don’t become better, bigger, faster, or more profitable than they could on their own, we are cheating them.?

Fortunately, there are many tools at our disposal.?

For example, we can:

? offer perspective

? provide context

? help connect dots

? articulate their vision

? provide structure

? guide them to a process

? create peer accountability

? model leadership

? point out distinctions

? relate experiences

? shine a light on mistakes

? suggest solutions

- develop strategies

? etc.?

People are mostly interested in their own ideas, so the best way to help them is by asking questions. Questions engage people’s minds, and they trigger answers whether vocalized or not.?

The answers clients vocalize are always the most popular and have the best chance of being implemented.?

The most productive questions are often the “dumb” ones. These are important because most people don’t dare to question experts, assuming it must be their own fault when they are confused—even when things genuinely don’t make sense.?

I have come to learn that asking dumb questions well is an art form. Asking them sparingly in a controlled manner can be very productive. But much like medicine, penetrating questions can have serious side effects in large doses.

The biggest danger lurks in one’s area of expertise. For me, this is accounting and finance, which I practiced intensively for 20 years as a CPA, banker, and investment banker. I have to be on my guard to avoid challenging people too much in this area, as I can cause unintended disruption.?

For example, I find it hard to ignore when clients don’t understand their numbers. Most know their top line and bottom line, but fewer realize the importance of direct and overhead costs. This is dangerous, as it can lead to unrealistic plans, overspending in the short term, and lost momentum or downsizing down the road.?

However, if I were to point this out directly, the CFO or COO may perceive it as a personal attack and feel compelled to defend themselves or sow confusion. If so, I would have made a mistake, inadvertently causing ill feelings and diminished energy.?

So, how can dumb questions be asked well??

I believe a good coach must assess their client’s capacity to change. Some are highly coachable and able to embrace change at scale. Many can only move at a more modest pace. Most are coachable in certain areas and resistant in others.?

Every company is unique, but generally, the larger the company and the more long-standing its leadership team, the slower the pace of change they can absorb.?

Great coaches have developed a sense of how far they can push without damaging their client’s motivation, appetite for further change, or their relationship with the coach.?

Gino Wickman advises EOS Implementers to “go to the danger.” I would add: go to the danger, but don’t be reckless.?

However, coaches also have their limits as to the pace of change they can tolerate. Some clients are too fragile to be coachable at all.?

These relationships are best avoided, or if it’s too late, transitioned to another coach. We all have our talents, and others may find new ways to catalyze change or handle the slower pace productively.?

Keep growing!?

Steve

P.S. If you would like to learn what it takes and what it feels like to be a Summit OS Guide, check out my upcoming webinar.