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leadership questions

Leadership Questions

Have you ever wondered if you’re asking yourself the right questions to get the best out of yourself and the people around you? We’ve compiled key leadership questions from our Leadership Moments Podcast to help in any situation.

Please feel free to read through - or use our filter below to find questions relating to a particular aspect of leadership.
Paul Lawrence

Paul Lawrence

Coach, Consultant, Facilitator and Researcher

LEADERSHIP QUESTIONS

What's going on here?

answer context

Ask yourself this question. Don't walk into a coaching session with your great question. Just tune into what’s happening just let yourself really experience what’s going on, just let the questions emerge. The best question the one that emerges at the time

Coaching and Developing Others

Peter Webb

Peter Webb

Leadership Coach and Counselling Psychologist

LEADERSHIP QUESTIONS

What do you sense is the emerging future?

answer context

It's actually quite a profound question because you're not able to access data that can help you answer that. You're not accessing your feelings as in system1 thinking. You're not accessing system 2 in terms of data. You're actually accessing system 3. What is my deepest sense of what is the emerging future? It's a question to ponder over. I've asked that question of many executives and after the first off the cuff answer the conversation often goes a lot deeper.

Coaching and Developing Others

Keith Abraham

Keith Abraham

Professional Presenter and Author

LEADERSHIP QUESTIONS

If everything were perfect, what would you have a go at?

If every cell in your body believed that you were courageous or tenacious or that you had great self-love or that you were empowered, what would you attempt?

answer context

Because everyone’s got an excuse and what I do know is that you all have an excuse so you'll have a reason. Then you start to peel away all the apprehension and all the beliefs that you're not worthy, deserving, capable. And that's how you put your best foot forward

Self Reflection

David Veech

David Veech

Teacher | Speaker | Author | Coach - Return to BETTER

LEADERSHIP QUESTIONS

What's the real problem?

answer context

“Is that the real problem?”
“Is that really the problem?”
“Can you prove that's a problem?”

Now, if we can focus on understanding that you don’t have a problem. If you don’t have some expectation or some standard, you don’t have a problem. So, you got to be able to be clear about your expectations and then you got to know when you're not getting those expectations, but you got to be able to see that problem.

Self Reflection

Michael Bungay Stanier

Michael Bungay Stanier

Coaching Author and Speaker

LEADERSHIP QUESTIONS

Who do you serve?

answer context

If you show up in this world with the servant-leadership mindset that says that by serving others, you build a better world, it’s really helpful for you to get clear on who you serve.

Self Reflection

Jason Treu

Jason Treu

Executive Coach and Host of the Executive Breakthroughs Podcast

LEADERSHIP QUESTIONS

  • What are you most excited about in your life right now?
  • What's the most important lesson you've learned in the last year?

answer context

  • It helps you understand what's going on with them right now and what they are passionate about.
  • They get people vulnerable but don’t seem invasive so they are more apt to give you answers.

Self Reflection

Craig Anderson

Craig Anderson

Senior Client Service Manager at Austbrokers ABS and Chairperson at NIBA NSW Young Professionals Committee

LEADERSHIP QUESTIONS

Who's your best friend and why?

answer context

To understand the relationships someone has and why, giving an insight to their leadership style.

Self Reflection

Carissa Bub

Carissa Bub

Systemic Coach and Leadership Consultant To Top Teams

LEADERSHIP QUESTIONS

  1. What else? or Is there anything else?
  2. Tell me your story.

answer context

It allows people to go and search their minds and their hearts, even if there may be nothing else, but very often what is actually going on for the person suddenly unfolds.

Especially when you want a long term relationship with the individual, it is critically important to make space up front for that person to share his or her story and then you can sit in silence and just listen.

Building Connection and Understanding

Louise Clarke

Louise Clarke

Non Executive Director, Committee Chair, Executive Coach

LEADERSHIP QUESTIONS

  1. How am I impacting others?
  2. How are others impacting me
  3. What could I do to work better with you?
  4. What is something that I am doing that has a negative impact on you?

answer context

It really is about checking in with others and getting some points along the way to sort of see how others are experiencing things and how your actions and behaviours are affecting them

Then she described some of her behaviours and how it was her reaction to what she thought was going on and so the question of how others were impacting her.

It's not what I think I need to do, it's what the people around me need me to do. Take a moment to consider that and just shape what you do.

Everyone is different. Everyone’s got a different style, so you might be doing something with one person and they're perfectly happy and comfortable with it and someone else might find it difficult. So, it's being aware of that so you can adjust.

Building Connection and Understanding
Coaching and Developing Others
Self Reflection

Wayne Deeth

Wayne Deeth

Founder Max Potential & Team Leader, Results by Design

LEADERSHIP QUESTIONS

  1. What does that look like? (success)
  2. If you did that, what would that achieve? (action on a goal is presented)

answer context

You ask the first question because you want to access the coachees senses to help them see in their head what success looks like for them.

Often the answer to that question invokes an action or activity and therefore the second question is asked.

Goal setting is not a simple thing and extracting the right goal, the true goal is the challenge. The 7 F's are very helpful: Family, Friendship, Faith, Finances, Fitness, Firm (career) and Fun. Create goals across all these areas with your coachee in order to shape out a holistic picture of success, pick out the most important and why and focus on achieving it.

Self Reflection
Strategy

Dianne Gipey

Dianne Gipey

CEO | Women's Safety Services | Alice Springs

LEADERSHIP QUESTIONS

  1. What is your purpose and meaning in life and the direction that you want to go in?
  2. Is that thing driven by that?
  3. In your everyday life, is that what you want to do?
  4. Are you finding meaning and purpose out of what you're doing?
  5. If not, do you want to keep doing it?
  6. If so, what are you going to do to change it?

answer context

During times of reflection about your leadership and about things in life, these questions provide guidance and direction.

The answers will provide clarity and truth and help us make good decisions.

Without that feeling that we have purpose and meaning in our lives and that we are making a difference, our lives can become very stale and without passion.

Self Reflection

Jackie Smith

Jackie Smith

Leadership and Change Consultant Coach and Facilitator of Equine Assisted Leadership Development Programs

LEADERSHIP QUESTIONS

What are you experiencing right now?

answer context

When you ask that question it brings people right into the present.

We are so often in our heads planning and thinking in the past or in the future. This question helps in supporting people to just step into the present moment so that they notice what's going on around them.

Self Reflection

Murray Wright - 2020

Murray Wright - 2020

Principal Murray Wright & Associates

LEADERSHIP QUESTIONS

  1. What do you need to do? What do the stakeholders need from you?
  2. As we are working in the present, what do they in the future need from us now?

answer context

It's not just accountability to ourselves and to our current job and what we've got to deliver, but we need to to go beyond that and think about our stakeholders, our stakeholders in the wider community, wider business not only now but in the future.

So take a moment in your own mind’s eye, be with your prospective grandchildren in this future world. See them there and visualize their faces and think of the future world around them that they're sitting in, what will they say to you as you go about your business today? What is it they need you to understand now? What do they need for you to do now? What is the message they give you? And again, it's not about what you want to do. It's about what you need to do.

Building Connection and Understanding
Self Reflection

Richard Cornally

Richard Cornally

Actor, Teacher, Writer, Director and Executive Coach

LEADERSHIP QUESTIONS

“What is that a solution for?”
“What is the hidden benefit of that?”

answer context

When people come to you with negative things that they want to get rid of, one of the first questions is, “If that was gone, what would you be able to do?” Because that can help you get clear on, “What is the actual goal here,” and reframe it in terms of a positive opportunity rather than a negative. The next question is, “If that didn’t go away, what is that a good solution for or what is the hidden benefit of that?”

Coaching and Developing Others
Self Reflection

Fiona Pearman

Fiona Pearman

Co-Author Core Confidence, Founder at Pearman & Partners

LEADERSHIP QUESTIONS

If you could change one thing right now to create the outcome you were looking for, what would that be?

answer context

There's something about the one thing, just narrowing that right down to a focal point that gets people able to say something. It does seem to really yield some thoughts, they're right there but they're just out of reach, out of consciousness and it also allows people to focus.

Self Reflection
Strategy

Audrey McGibbon

Audrey McGibbon

Psychologist, Business Leader, Wellbeing Expert and Co-Creator of the Global Leadership Wellbeing Survey

LEADERSHIP QUESTIONS

If nothing changes, how will your life be in 12 months from now?

answer context

I ask people to think about how they're leading their life now? How they show up at work now? How they look after themselves now? How they look after their families now? How they manage their time now? And get a clear picture of how they're going about their daily habits and routines and then I say, “If nothing changes, how will your life be in 12 months from now?

Self Reflection

David Anderson

David Anderson

Group CEO and Co-founder of the Big Red Group

LEADERSHIP QUESTIONS

  1. How do you feel about that?

answer context

In the context of my team, I often would take them back to personal connection. So I think in the event where I want to create change it's about, How do they feel about that?

Building Connection and Understanding
Coaching and Developing Others

Diana Renner

Diana Renner

Educator, Consultant and Award-Winning Author

LEADERSHIP QUESTIONS

  1. What else could be true?

answer context

Asking "What else could be true" opens up the possibility that we might be wrong. It challenges our cognitive biases and invites new perspectives. It helps us seek other people’s views rather than just take the position or 'my way or the highway’.

It challenges that narrow settling on the first thing that comes to mind, which again as human beings we do. Our brains take shortcuts, heuristics. There's been a lot written about heuristics. They're useful until again they're not because those shortcuts can get in the way of us making good decisions and seeing more than otherwise we would.

Self Reflection

Professor Peter Hawkins

Professor Peter Hawkins

Author, Consultant and Researcher

LEADERSHIP QUESTIONS

  1. What can I uniquely do that the world of tomorrow needs?
  2. What is it we need to achieve together that we cannot achieve apart?
  3. How are we positively contributing to the environment and the ecology around us?
  4. How do we recognize the decisions we're making today will have implications for not just the next generation but the one after that?
  5. How do we work from source rather the from effort?

answer context

Team development is based on the erroneous belief that it is enough that we have good relationships and we trust each other for us to have an effective leadership team. The research, however, does not support that. The research tells us that the most important thing to be successful is having a very clear collective purpose and every member of the team recognizing they can only achieve it through collaboration.

We should not just coach on how the team relates to itself but on how the team relates to its investors, its customers, suppliers, its employees, it's wider community and increasingly, the ecology and that this should be more focal in team coaching.

The unrecognized stakeholder refers not only to the unrecognized human stakeholder. Often the stakeholder we are ignoring at our peril is the more than human ones - our environment, ecology and climate change among others.

Part of leading beyond the heroic leader to collective leadership is also each of us learning to work from collective and renewable energy rather than from determination and effort because otherwise we won't grow in individual and collective capacity to step up to the challenges that are now facing us. We should realize that 99% of what keeps us alive isn't done by us. It's the sun. it's the rain. It's the wind. It's the earth. We can also use that for our psychological energy and mental energy, not just for food and air and water.

Coaching and Developing Others
Self Reflection

Jill Livesey

Jill Livesey

Career Coach

LEADERSHIP QUESTIONS

  1. What would I do if I could?
  2. What would I do if I had to?
  3. Identify five questions that you want to ask yourself that you must answer every three or two months?

answer context

1. What would I do if I could?
It's balancing the art of possibility with the reality of life. keeping that open mind as to future possibilities, keeping your learning going and having conversations and checking back to what matters to your values, the things you enjoy in work so that you can think about what's possible in the future.

2. What would you do if you had to?
Someone turns up at work that changes the whole place and you don't want to be there or you get fired or made redundant, at the very least you want your résumé and profiles to be up-to-date and you want to have kept connected with the industry, the sector, the people who are in your network so that you're in a position to move if you had to.

3. Identify five questions that you want to ask yourself that you must answer every three or two months?
It might be something like, “How do I feel on a Sunday night?” “What have I learned lately?” “Am I happy?” Program them in your phone and have them pop up every three months. So come up with your own questions, check in and answer those same questions every three months and then ask yourself, “What do I need to do as a result of those?”

Coaching and Developing Others
Self Reflection

James Kemp

James Kemp

LEADERSHIP QUESTIONS

  1. What is your passion?
  2. What do you love doing?
  3. What would you balance that for?
  4. What gives you the biggest smile on your face?

answer context

Getting under the skin of what an individual's ‘why’ is, not why they're in this particular job but why are they alive? What is it they're looking to achieve with their life and ultimately helping to give them some clarity around that which then helps them work out whether they're in the right job and in the right environment to do that. It's having the opportunity to explore someone’s ‘why’.

Self Reflection

Phil Cross

Phil Cross

Digital Consultant and Strategist

LEADERSHIP QUESTIONS

  1. What if it works?
  2. What's next?
  3. What if we suddenly start bringing in a hundred times more customers than we had last month?
  4. What if you achieve your goal of finishing this race? - What then?

answer context

Asking 'What if it works?' opens up people’s thinking beyond the problems of getting there and the challenges of getting there to thinking forward and figuring out what have to be in place to manage it when it does work. The planning doesn't stop with achieving the goal. One must move further on for when this goal is actually achieved because you will need the logistics to handle the success.

Self Reflection
Strategy

Tony Mansfield

Tony Mansfield

Partner, Contentious Character

LEADERSHIP QUESTIONS

It needs to be a ‘how’ question around:

How did you arrive at the conclusion which you are currently putting forward?
How did you arrive at the position that you are currently putting forward?
How did you arrive at that?

answer context

This encourages people to think about their process and their rationale and whether or not they are bringing their personality into the process and for better or for worse.

This also then gives you some understanding of the position being proposed and how they got there and may in fact alter your next step as a result of that.

It becomes a two-way interaction where both people are continuing to open up and expose the relevant information that will bring greater understanding and hopefully a better position out of the discussion.

Building Connection and Understanding
Self Reflection

Warren Hogan

Warren Hogan

Economist, Commentator and Executive in Residence at the University of Technology Sydney Business School

LEADERSHIP QUESTIONS

  1. Getting back to the issue of difficult conversations, it is always important to ask people how they feel about something

answer context

It is one thing, particularly in a business or organizational setting, to ask about the technical issue at hand but when it comes to issues of people, issues of leadership, you cannot try and escape from an emotional setting even if it's only to bring yourself back to some neutral emotion.

Building Connection and Understanding
Self Reflection

Michael Gysi

Michael Gysi

LEADERSHIP QUESTIONS

No favourite question

answer context

Michael does not have a favorite question because according to him the connection he seeks to establish involves a conversation that has to be unique to the circumstance in which he finds himself with the indiviual he seeks to connect with. He offers the example of a scenario where he is sitting at an airport next to somebody who is reading a paper. He says that you can start a conversation by saying, “That’s an interesting article.” And you can go on from there and find out who they are, where they work, where they're going, if they're going on a holiday, if they're going on business. Each question is unique and tailored according to the circumstances of the setting.

Building Connection and Understanding

Oscar Trimboli

Oscar Trimboli

Leadership Coach, Mentor & Author

LEADERSHIP QUESTIONS

  1. If we were to come back in 12 months’ time what is the question you didn’t ask me that we should have explored today?

answer context

The question Oscar always asks is how do you explore the unsaid? He likes getting people to think about what is going on further than just today.

Coaching and Developing Others
Strategy

Giselle Collins

Giselle Collins

Professional Director

LEADERSHIP QUESTIONS

  1. How clear is your vision and strategy, whether it be for yourself, the team or the business?
  2. Does everyone understand and are they on board?
  3. What culture are you creating by the examples you set?
  4. What it is that you most enjoy about being a leader or being where you are?

answer context

A leader must have an agenda, a strategy, a vision and understand that everyone has his own lens that he applies and that if a leader doesn't understand that lens, the perspective of the person he is trying to influence, he is less likely to get them on board.

A leader has to be attuned to that cultural pre-setting that each person has that come from where they've been, how they look at things and in that way he can work through the different views around the table for the right outcome.

Leaders have to have fun and fun is a word that's not a corporate word. You can have a light-hearted chat or have a bit of laughter sometimes, be relaxed enough to be yourself because quite often you feel you have to be, look and behave like some sort of mythical perfect creature.

Coaching and Developing Others
Strategy

Murray Wright

Murray Wright

Principal, Murray Wright & Associates

LEADERSHIP QUESTIONS

  1. Why am I here?
  2. What am I trying to achieve?

answer context

These two questions presented by Pia Lee in Episode 19 are thought-provoking and although it may take some time to answer, they are a fundamentally important and powerful leadership practice because you're putting the answer back into the person that you are talking to and you're getting them to think and search for the answer. Telling them things is the short cut. Asking a good quality question like that is much more empowering and much more useful to them.

Self Reflection

Phil Preston

Phil Preston

Collaborative Advantage

LEADERSHIP QUESTIONS

  1. How do you think so and so would see that from their perspective?

answer context

In talking to different stakeholders who come from different sectors, it is more effective not to challenge them on things they say and believe but instead to ask this question. It is better just to ask them to think and it gets better results.

Building Connection and Understanding

Murray Paterson

Murray Paterson

LEADERSHIP QUESTIONS

My favourite two questions - perhaps with the same intention:

  1. Why is it so? (Professor Julius Sumner Miller - his signature question to explore many scientific principles, famous on TV from the 1960s to the 1980s)
  2. I'm really curious about that. Tell me more.

answer context

Building Connection and Understanding
Self Reflection

Nicole McAuliffe

Nicole McAuliffe

Director, Create Wellbeing Group

LEADERSHIP QUESTIONS

  1. What are the things that give you purpose and meaning?
  2. Why now have you come to talk to me about this? What might be the issue?
  3. Why today? Why do you want to start making some changes around your health and wellbeing?

answer context

Question number one gives you an insight as to what drives that person? What their values are?

The second and third questions give you an insight on how committed they are today to make those changes and what is the history behind getting them to where they are today that they are seeking help and support.

Building Connection and Understanding
Self Reflection

Liane McGrath

Liane McGrath

Director & Founder, ThinkTime

LEADERSHIP QUESTIONS

  • Why is this important and who is it important to?

answer context

This is an important question to ask because we have a tendency for our thinking to be insular and to think about things from only our perspective. We need to expand context so that we reach more enlightened conclusions.

Building Connection and Understanding
Self Reflection

Sharon Cauldwell

Sharon Cauldwell

Director of Sales, NEXT Hotels

LEADERSHIP QUESTIONS

  • What's the difference I have made today?

answer context

A great question for people who want to make a difference, do a good job and take accountability.

Building Connection and Understanding
Self Reflection

Jason Beck & Hans Melo

Jason Beck & Hans Melo

The Potential Project

LEADERSHIP QUESTIONS

 

  • HANS MELO
  • Why are you doing this?
  • JASON BECK
  • What are your fears?
  • What does your best day at work feel like?

 

answer context

Hans Melo usually asks this question and admits that it is deep and that he wants to provokes thought.

For his first question Jason Melo has taken an idea from Tim Ferriss that instead of taking a tally of one's goals one should take a tally of one's fears. For his second question he believes that if you start at an experiential level, as a leader you can draw so many golden nuggets about your followers. Find out what are this person’s strengths. What makes him come alive?

Self Reflection

Michelle Feros

Michelle Feros

National Director, People, Quality & Communications at Autism Spectrum (or Aspect)

LEADERSHIP QUESTIONS

  1. What would happen if you do?
  2. What would happen if you don’t?
  3. What wouldn't happen if you do?
  4. What wouldn't happen if you don’t?

answer context

Questions are great because they open up space. They get you information. If someone is grappling with, 'What do I do?' 'Should I do this?' 'Should I not do this?'

These four questions will help you cover all the options.

Building Connection and Understanding
Self Reflection

Mhairi Holway

Mhairi Holway

VP Human Resources Pandora Australia & NZ

LEADERSHIP QUESTIONS

  1. What do you think about this?
  2. How do you feel?

answer context

Always expect the unexpected and never assume how somebody else feels about a situation. Ask the questions and be better informed.

Building Connection and Understanding

Troy Cuthbertson

Troy Cuthbertson

GM QT Melbourne

LEADERSHIP QUESTIONS

  1. I got the right outcome, but was that the best outcome for the customer?
  2. Could I have done it better?
  3. Could have I done it differently?

answer context

Make decisions and calculate the decisions depending on potential outcomes of both the positives and negatives of the decision and then reflect on that and go, I got the right outcome, but was that the best outcome for the customer? Possibly you’ll find agreement, but again the next time, you could handle it differently.

Self Reflection

Olga Gelauff

Olga Gelauff

Manager Local Government Woerden

LEADERSHIP QUESTIONS

  1. What can I improve and what can I do better?
  2. What kind of talent has an employee of my team and how can I help to develop that talent?

answer context

Leaders especially must ask themselves about self improvement and their impact of that on the organization.

Have a strong belief that everybody in the team has talent and you have to make time to discover that talent especially when they don't see it themselves.

Coaching and Developing Others
Self Reflection

Gillian Coutts

Gillian Coutts

CEO Potential Project

LEADERSHIP QUESTIONS

  1. How is your reaction to that working out for you right now?
  2. How do you keep seeking a perspective to find that answer?

answer context

When things do not go according to plan, overreacting is just a waste of energy that takes you away from creative thinking and the capacity to connect and engage in what actually needs to be done next.

Taking perspectives from different people may give you clarity because there may be many better answers when you use and trust the people around you.

Coaching and Developing Others

Rob Metcalfe

Rob Metcalfe

Director Succeedo Global

LEADERSHIP QUESTIONS

  1. Where are you going and why?
  2. Where are you now?
  3. What are you going to do next?

answer context

If you understand the reason 'why', you can always find your own way to 'how', but if you don’t understand 'why', the 'how' you come up with may be irrelevant to what the overall intention is.

Using the three questions associated with the leadership mindset to clear the thinking, will enable better decisions.

Coaching and Developing Others
Self Reflection
Strategy

Sarah Cornally

Sarah Cornally

Organisation Transformation

LEADERSHIP QUESTIONS

  1. As a leader are you willing to be guilty? Are you willing to do something that many people in society will not understand and you will be judged and judged harshly for what you are about to do?
  2. What is the story behind the story?

answer context

Leadership requires you to have the courage to do what you know is right even though it scares the pants off you because you're doing it for the greater good and you've done all your due diligence to make sure that as best as you can work out, this is the right way to go as you know.

Avoid huge judgements against people. When you get under and you get close to people and you seek to understand their perspective and their point of view and you genuinely walk in their shoes, you realize from their perspective what they're doing makes complete sense.

Building Connection and Understanding
Self Reflection

Pia Lee

Pia Lee

CEO LIW

LEADERSHIP QUESTIONS

  1. Do you understand? - For Clarity
  2. What type of high performing culture do you have inside your team or organization to enable you to deliver on the vision of the organization? - For climate
  3. What do you want to have in terms of behaviours and attitude for people that are in your team and how do you nurture and develop that? - For Competence
  4. Why am I here?
  5. What am I trying to achieve?

answer context

The 3Cs - Clarity, Climate and Competence - the three conditions that leaders need to create for themselves and for others for their team or organization to be successful.

The quality of your questions creates the quality of outcomes. Quite often we feel we have to tell people the answers. The question, 'What are you actually trying to achieve and why?' is the most powerful leadership practice because you're putting the answer back into the person that you are talking to and you're getting them to think and search for the answer. Telling them things is the short cut. Asking a good quality question like that is much more empowering and much more useful to them.

Coaching and Developing Others
Strategy

Lee Williams

Lee Williams

Director, Infinity Leadership

LEADERSHIP QUESTIONS

Looking backwards, reflecting on people, events, times in your life and answering these questions:

  1. How has that shaped the way I view the world today and my place in it?
  2. How am I showing up?
  3. What are the natural gifts that I have that are emerging from this?
  4. What are the examples in there negative or positive that I can improve on or enhance to achieve the kind of impact that I’d like to have?

answer context

The first step is to look backwards, to reflect on people, events, times in your life and map that out and then to zoom out and look at that life history. A combination of strengths and impact is a good way to think about purpose as you move forward.

Dominic Wells

Dominic Wells

Director, Clearpoint Communications

LEADERSHIP QUESTIONS

  1. How do I feel? if you're being introspective
  2. How do you feel? if you're engaging with somebody else

answer context

Holistic leadership is about the doing and the being of leadership. Doing leadership on a day to day basis, we have KPIs, quotas and budgets that we have to hit and therefore we do a lot to achieve that. That’s valuable from a outward perspective, but the risk is we do that at the cost of not focusing on or engaging with the being of leadership. The being of leadership is that emotional connection whether it's introspective around your own emotions or whether that’s the emotional connection between two people or the group. It's really important to create that balance.

Building Connection and Understanding

John Raymond

John Raymond

Principal, Institute of Executive Coaching & Leadership

LEADERSHIP QUESTIONS

  1. How are you?
  2. How is my leadership style impacting you?
  3. What else could I be doing differently?
  4. As a leader, how often do I check in with everyone who are key to my success in terms of the way that I work is landing on them?

answer context

You can never know the impact you're having on another person fully unless you have a conversation about it with them. That requires having trust there in order to have the conversation. Regularly check in and ask the questions. It's understanding that even with the best intention the impact can be quite the opposite. You'll only know that if they tell you.

Building Connection and Understanding

Kevin Nuttall

Kevin Nuttall

Director, Waterfield Consulting & Strategy Facilitator.

LEADERSHIP QUESTIONS

  1. How is the world changing around us?
  2. How are our customer’s expectations going to change?
  3. How do we continue to meet those new expectations?

answer context

The leader’s role is to continually ask that question about how changes impact us and how we can continue to deliver value to our customers in the changes that we are all experiencing. It is that future focus. We contend that if you do a proper analysis of the future and adjust your business model to accommodate these changes your organization has the best chances of staying in business.

Strategy

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