4.2.1.2 A Question of Technique
The person asking the questions is who leads the conversation, and they can control
it through the questions they ask. The person who asks questions retains the
initiative and can steer the conversation in the direction he or she desires. Questions
enrich and enliven a conversation. This is especially true for conversations in which
issues are to be resolved and solutions are to be found. The results of such creative
conversations depend largely on the quantity and also on the quality of the ques-
tions asked. Hence the truism: “The right question is already half the answer.”
Many discussions suffer because not enough questions are asked. This can be
due to a number of reasons: lack of knowledge about the productivity of ques-
tioning, habit, laziness, apathy, poor conversation routines, lack of opportunity,
actual or perceived time pressure, insecurity and fear.
The last reason is of major importance. Those who ask questions show that they
(presumably) don’t know something. And lack of knowledge is often regarded as a
weakness. Consequently, many managers are afraid of losing prestige by asking
questions. Due to the unrealistic demands they place on themselves (“the boss
knows everything”), they believe that in order to fulfill their leadership roles they
must have answers, not questions.
However, by asking questions, you always receive additional information.
Questions yield insights into the thoughts, opinions, expectations, hopes, fears
and motives of others. They also allow you to participate in and profit from the
knowledge and the creativity of others. However, conversations can also be harmed
by incorrect questioning techniques. Therefore, I would like to define this point
more closely:
A manager must first check whether a question about a certain topic is appropri-
ate at all or whether it might distract from the real subject.
Then, a question should be formulated as clearly as possible and in a concrete
way. Also, you should ask only one question at a time and wait for the answer first
before you continue. In order to precisely connect further questions, you need to
listen carefully to the conversation partner and give them your undivided attention.
And the last basic rule is to always use the appropriate type of question.
Which types of question are there, and what are their advantages and
disadvantages? The following section presents the five most common types of
questions that a manager should know and master:
Closed questions. These questions are usually answered with “yes” or “no,” but also
with “I don’t know.” Here is an example: “Have you gotten to know our new
colleague?” This question is not very communicative and it is more difficult to
continue the conversation. The taciturn person interviewed will give his or her
answer without further explanation. To continue the conversation, you need to ask
further questions. Often, there is an impression of paternalism if a series of closed
questions is asked – a feeling arises that this is an interrogation. Nevertheless: in
certain situations closed questions also have advantages. They are simple and
concrete, they are generally easily answered, and they get right down to the point.
4.2 Tools as Means to an End 211