Managing people and projects encompasses a lot of different moving parts. An approach I like focusing on is the one focusing on three essential tasks each manager has:
While there are books written about each of these, I’ve noticed a lack of materials and examples on asking good questions. So, that’s what I want to expand on here.
“Just Ask” leadership style is especially important in cognitively heavy environments (such as tech). Remember that even if you were the best engineer or analyst in your team, a few weeks into your new managerial position (not to mention years), you know less about the subject than your subordinates.
The reason is simple: you spend more time managing and less time doing hands-on work. At the same time, your employees focus on the tasks, learn new practices, and gain proficiency.
As a manager, it’s important to understand that you aren’t the most competent person in the room and that your advice might not be as good as you think. This helps to move the state of mind from knowing to not knowing.
Being modest and not jumping to conclusions, combined with conscious and competent questioning, forces you to be in the moment, listen to answers, and drive better decision-making.
When considering what to ask, knowing the common biases is especially important:
I also like to talk about Pluralistic Ignorance, an extensively researched topic, primarily academic. In our context — each person in the room thinks they are the only ones who didn’t understand (or know) something, so they don’t ask. While in reality, most of the participants are in the same position. This leads to no one asking and everyone not understanding.
So my recommendation is — always ask. Worst case, you really are the only one who didn’t understand, and after asking you are not anymore.
Let’s focus on two methods of asking, open vs. closed questions. Both are very useful.
Usually start with Where, When, Who
“Where is Waldo? When should we recheck progress? Who is the project manager?”
These types of questions elicit facts, and are very useful when that is what you are after. Also useful when you don’t need background information, detail, opinion, or theory.
Start with Why, What, How
“What is your opinion about…? What happened? What will you do now?”
Open questions lead to a discussion, allowing you to get a more well-rounded answer and discover new ideas.
They are helpful in project follow-up, giving and receiving feedback, assessing milestones, and debriefs.
Note that using these questions doesn’t mean the employee should answer in prolonged or unclear answers. Pay special attention if someone answers open questions as if they are closed. They are either uncertain or evading. It’s a warning sign you should push further on.
As with anything, overdoing it can lead to opposite results! Knowing which questions to ask and how is an essential tool in your managerial arsenal. Use it wisely and consciously. Practice and seek feedback.