Leaders know that it is less about having the Right Answers and more about asking the Right Questions

"From the first person I hired, I was never the smartest guy in the room." Jack Welch.

But many bosses believe that to be effective, they must be the smartest person in the room always. But leaders know that its less about having the right answers and more about asking the right questions.

1. A Corporate Example “When you are a leader, your job is to have all the questions. You have to be incredibly comfortable looking like the dumbest person in the room. Every conversation you have about a decision, a proposal, or a piece of market information has to be filled with you saying, “What if?” and “Why not?” and “How come?” 

Welch's GE was always looking for the best answer to the most important questions. And it should not matter whether the answer comes from the chairman, the frontline supervisor, a competitor, a supplier, the community leader.

This humility that the best answers can come from any source nurtures a culture of learning from anyone within and outside of GE. It was the antidote to the arrogance of the NIH syndrome (Not Invented Here) and the silo mentality.

GE seeks out the best answers by sending GE's Crotonville leadership classes around the world to understand how for instance Disney delights its customers. GE's adoption of 6 Sigma and Lean management came from lessons it learned from Allied Signal, Motorola and Toyota. And once GE teams confirmed it works, they operationalise these lessons as best practices and spread it across the entire company.

All this can happen with one question - Is there a better way?

2. A Personal Example. My granddaughter recently told me she was overwhelmed with homework. This reminded me of issues a program executive in Japan and a manger in Malaysia also shared with me.

I did to my granddaughter exactly what I did for my staff. I listened, make no judgement nor gave suggestions. I had eye contact and nodded my head appropriately so they know they have my attention.

After they said everything they wanted to say, I asked them what to do? All three said essentially the same thing- "Problem is not as bad as I thought. This is what we should do. Thanks for your help. You are so clever."

The last remark was from my grandaughter but I like to think the other 2 have a similar vein of thought. They all think I am brilliant.

Why?

Because I did NOTHING.

Doing nothing is hard because you need to believe people want to and can do great work WITHOUT YOU. So you have to suppress your desire to feel smart (especially if you have the answer!) and let go of the need for having things done the way you like it.

So the next time your staff come to you with problems, listen carefully, ask them what they would do and let them do it.

You will be amazed by how much more people can accomplish when you don't tell them what to do.

"If you give too many orders, people will likely resent them, and when you aren’t looking, defy them. " Ray Dalio

The bottom line - ask more, tell less.

Seriously, it's not that difficult.