The Leadership Skill That Will Consistently Get You Better Results

Dear reader,

Welcome to this week's edition of "Elevations."?

This past weekend, I attended an annual conference in Boulder, Colorado, which always brings about 100 of us together. It's not about business but about "the work." In fact, our agreement is to refrain from talking about the business of what we do - and focus instead on the personal growth that results in being better at what we do, increasing the effectiveness of leaders and enhancing their lives.

It is an inspired, inspiring, and impressive representation of humanity that always provokes me to look at myself hard and see where I can elevate my professional and personal performance. The greatest inspiration comes from one person, in particular, Fred, who has been leading CEOs in a cohort for 52 years, with most of those remaining have been together for all of those years and those who are not because they have passed on. And nearly all of those members had grown their organizations into billion-dollar companies, not because of what Fred knows or even does. It's how he cares, listens, and shares what he observes. It is incredibly powerful, and most of what he provides, he does by remaining silent and allowing people the space to think, assess, and make better decisions.

This week's essay below speaks to a quality that Fred exemplifies. It is what precedes profound listening - and is something we can all benefit from.

I wish you a profoundly terrific week.

-PRL

The Leadership Skill That Will Consistently Get You Better Results

There are many discreet qualities associated with those considered to be masterful leaders. However, in my work with hundreds of leaders and managers, it is clear that no single quality determines who might be a competent leader. Leadership is the sum of many factors. Some of which you have no control over, and even things you might control often produce uncertain results. This is critical because the quality of a leader is measured solely by results. I have found that one behavior that will dramatically improve your ability to accomplish things that matter is asking powerful questions.?

A powerful question makes people think and reflect and then causes them to take action. The problem I see with many aspiring high achievers is that they regularly ask disempowering questions. They pose rhetorical questions disguised as statements or judgments disguised as questions purely to make a point without expecting a response. Or pepper others with closed-ended questions that spur simple yes or no answers. They don't provoke serious thought or elicit a helpful dialogue.

I am amused when I reflect on conversations I had with my children as teenagers.?How was school? OK.?Do you have any homework? Nope.?Where are you going? Nowhere.?Do you hear me talking to you? Yes. Sadly, and worse still, I also had similar conversations with my employees. They were less evasive than my kids and generally more effusive in their answers. However, these conversations provided significantly less value and insight than I needed.

There is a downside to asking powerful questions. You might learn something you would rather not know. Most people choose problems they cannot solve over solutions they do not like, but being an effective leader requires that you welcome whatever you need to know, no matter how you feel about the information you receive.

Many poor leaders struggle because they are delusional. Their reality is constructed only upon what they choose to see. Some mistake being competent for being lucky. Eventually, when luck fails them, it exposes their shortcomings. Others have an outsized view of their capabilities or expect results from others incapable or unwilling to produce. They fail quickly and often default to being ineffective autocrats or people-pleasers. Because they lack curiosity, they get lost in what others recognize as fantasy rather than interrogate reality and find real solutions to their problems.

Becoming a masterful asker of powerful questions is a skill you can learn and develop. However, most people need help to do this. Practicing with a coach and, ideally, a cohort of your peers will provide helpful feedback. Ultimately, it would be best if you habitually remain curious under stress when most of us revert to behaviors that come most naturally to us. There is no perfect question, but there are endless opportunities for continuous improvement. Leadership is a journey, and questions are what ultimately guide you. In time, they will take you to where you want to be.