You expand on the use of questions, and that leading with the questions approach. That approach sounds good, but it’s not the easiest to do. I think it’s hard. You think it’s just going to be a natural process of asking those questions, but it’s extremely hard to do and especially I think when you start talking strategically to ask them. Would you say that’s a fair analysis, what the book tries to push and tries to get you to do? -jd
Paul Butler: Yes, I do. First of all, I agree with you. It’s not an easy thing to do. One of the things that we find a lot of times, especially nowadays is people are so important, they feel like they have to have the right solutions immediately. So, Joe, my guess is you’ve been successful because you basically solve problems and also use the right questions at the right time. We have a combination of some principles that we believe are important; that if you consider these principles, it’s like how do you challenge aspects, how the facts informed opinion, are we at the right scope, how do we link the process from Point A to Point B. And if you take that and you start to ask a series of questions in a sequential order, it will lead you to I think the best answers. Sometimes questions, if they’re used in the right way, you try to answer them in a way but it also leads you to think a little differently. What’s the answer to that question, well why did you come up with that, and what’s the insight that you have; when people get comfortable with it, it’s almost magical in some ways we believe.
Joe: What if I’m sitting back and I think I have the right answer but I keep asking questions, and nobody gets to that right answer?
Paul: Well, first of all, yes and it’s good that you asked that. I guess the question is, is this the right answer or the best answer? One of the things that we do, when we do this real time, we work through the questions and a lot of times, people will ask a question or feel like they might have the answer. People need to be heard, and if you’re out there working, I would recommend you keep a parking lot and an action list whenever you do one of these things. And if you’re in a group setting and you have a question, and you say, “Hey I’ve got a better answer…” or “I think I’ve got the right answers…” the first thing I would do is ask a clarifying question. Can you explain that to me? What are you seeing? What’s helpful there? And sometimes it is a ‘just do it.’ This is not designed to be a long, cumbersome process for every problem. But if you ask the right questions at the right time, we believe you’ll come up with the best answers.
Paul Butler is one of the authors of the new book, Think to Win: Unleashing the Power of Strategic Thinking. At GlobalEdg. LLC, Paul accelerates the development of leaders and organizations that require them to create and lead high performing cultures. Paul is the Business901 Podcast guest next week.
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