Steve Interviews An AI About Leadership

It’s impossible to avoid hearing about AI these days.

From those who praise it to those who warn about an impending apocalypse because of it, there is no shortage of opinions or predictions about it.

Instead of discussing AI’s pros and cons or capabilities, I will try something different in this post.

Today I will interview an AI by asking ChatGPT questions about leadership!

What do you think about ChatGPT’s responses?

ChatGPT: A leader can leverage AI's predictive power to exercise wise judgment by using AI-generated insights as valuable inputs in their decision-making process. Here are some ways a leader can achieve this:

Understanding AI predictions: A wise leader takes the time to understand how AI generates predictions and the data used to make them. This understanding helps them interpret AI-generated insights accurately and identify potential biases or limitations in the projections.

Validating AI predictions: Before making critical decisions based on AI predictions, a leader may validate the AI's accuracy and reliability through testing and historical data analysis. Ensuring the AI model's performance aligns with real-world outcomes is essential for building trust in its predictions.

Considering AI as a tool, not a decision-maker: A wise leader treats AI as a valuable tool rather than a sole decision-maker. They use AI-generated predictions as one factor among many to inform their judgment, considering human intuition, experience, and qualitative factors.

Identifying patterns and trends: AI can analyze vast amounts of data to identify patterns and trends that may not be apparent to humans. A wise leader uses AI to surface these insights, enabling them to make more informed decisions.

Recognizing AI's limitations: While AI can excel in pattern recognition and data analysis, it may need to understand complex human dynamics or unforeseen events fully. A wise leader acknowledges AI's limitations and knows when human judgment is more appropriate.

Balancing short-term and long-term considerations: AI predictions often focus on short-term outcomes. A wise leader considers long-term implications, weighing AI-generated insights against broader strategic goals and the organization's values.

Ethical considerations: A wise leader ensures that AI predictions align with ethical standards. They are mindful of potential biases in the data used to train AI models and take steps to mitigate any unintended consequences.

Feedback and continuous improvement: A wise leader encourages input from team members regarding using AI predictions in decision-making. They use this feedback to improve the AI model's performance and refine their judgment.

Transparent communication: A wise leader communicates to the team how AI predictions are used and integrated into decision-making. Transparent communication builds trust and helps everyone understand the reasoning behind confident choices.

In conclusion, leveraging AI's predictive power requires wisdom in its application. A wise leader understands AI's capabilities, validates its predictions, considers it a valuable tool, recognizes its limitations and uses it to complement human judgment. By striking this balance, a leader can harness the full potential of AI to make well-informed decisions that drive positive outcomes for the organization and its stakeholders.

ChatGPT: In the context of leadership, AI can also be vulnerable to some human flaws, particularly in decision-making and management. Here are some ways AI can be affected by human weaknesses in leadership:

Overreliance on AI Recommendations: Leaders may need to evaluate them critically and consider alternative perspectives before they can trust AI-generated recommendations. This overreliance can lead to poor decisions if the AI's predictions are flawed or human intuition and expertise are disregarded.

Ignoring Context and Nuance: AI models cannot fully grasp certain situations' nuances and complexities. Leaders may make decisions solely based on AI-generated insights without considering the broader context or human factors involved.

Confirmation Bias: Human leaders might use AI to validate their pre-existing beliefs or preferences, leading to cherry-picking or misinterpreting AI-generated data to support their views.

Resistance to AI Adoption: Human leaders hesitant to adopt AI in their decision-making process may miss out on valuable insights and opportunities AI can offer.

Misunderstanding AI Limitations: Leaders who need to be better informed about AI's capabilities and limitations may have unrealistic expectations or misguided assumptions about what AI can achieve, leading to disappointment or misapplication.

Failure to Consider Human Impact: AI-driven decisions can significantly affect employees and stakeholders. Leaders may prioritize AI-driven efficiency only if they adequately consider the human impact, leading to employee dissatisfaction or ethical dilemmas.

Ceding Control to AI: In some cases, leaders might become overly reliant on AI to the extent that they abdicate their decision-making authority to the technology, diminishing their role and accountability as leaders.

To address these flaws and ensure effective leadership with AI, leaders should:

Develop a deep understanding of AI technologies, their strengths, and their limitations.

Use AI to complement human judgment and decision-making rather than replace it entirely.

Encourage a culture of open dialogue and critical thinking where AI-generated insights are discussed and evaluated alongside human senses.

Foster a growth mindset that embraces AI as an opportunity for learning and improvement rather than a threat to traditional leadership roles.

Continuously invest in upskilling and training to enable leaders and employees to work effectively with AI systems.

Regularly assess the ethical implications of AI adoption and ensure that AI aligns with the organization's values and principles.

By acknowledging and addressing these human flaws, leaders can harness the potential of AI while maintaining their essential role in making informed and responsible decisions that benefit their organizations and stakeholders.

ChatGPT: As of my last update in September 2021, AI does not have intelligence or co-humans do. AI is a computer-based technology that can process and analyze vast amounts of data, recognize patterns, and perform specific tasks accurately and efficiently. It is designed to simulate certain aspects of human intelligence, such as problem-solving, language understanding, and decision-making. Still, it is not sentient or capable of proper understanding, emotions, or consciousness.

Regarding the term "new leadership," it is essential to clarify its context. If "new leadership" refers to leveraging AI and technology in leadership practices, AI can significantly transform leadership approaches. AI technologies can provide leaders with valuable insights, data-driven decision support, and efficiency in managing various aspects of their organizations.

For example, AI can assist in analyzing large datasets, predicting market trends, automating routine tasks, identifying patterns in consumer behaviour, and personalizing customer experiences. By integrating AI into their leadership practices, leaders can make more informed decisions, optimize processes, and stay ahead in rapidly changing business environments.

However, it is essential to emphasize that AI should not replace human leadership. Instead, AI should be seen as a tool that complements and enhances human decision-making and strategic thinking. Effective leadership requires a combination of human qualities, such as emotional intelligence, creativity, empathy, and ethical decision-making, which AI cannot replicate.

 

In summary, while AI technologies can significantly facilitate new leadership approaches by providing data-driven insights and optimizing processes, authentic leadership will always require human qualities and judgment. Leaders who understand leveraging AI effectively while maintaining their human-centred approach will likely thrive in the ever-evolving business landscape.

ChatGPT: There are several reasons why some companies may not fully realize the potential of AI:

Lack of Awareness and Understanding: Some companies may need to be fully aware of AI's potential benefits or understand how AI can be applied to their industry or business processes.

Cost and Resource Constraints: Implementing AI technologies can require significant investments in financial resources, expertise, and infrastructure. Smaller companies or those with limited budgets may need help implementing AI initiatives.

Legacy Systems and Processes: Companies with outdated legacy systems or deeply ingrained traditional processes may need help seamlessly integrate AI into their operations.

Organizational Culture and Resistance to Change: Company culture plays a significant role in AI adoption. AI implementation efforts may face obstacles if there is resistance to change or a lack of support for innovation.

Data Privacy and Security Concerns: Companies operating in highly regulated industries like finance and healthcare may be cautious about adopting AI due to data privacy and security concerns.

Skills Gap: There may be a need for more AI talent and skilled professionals who can develop and deploy AI solutions, making it difficult for some companies to embrace AI fully.

Uncertainty and Risk Aversion: AI adoption entails some uncertainty and risk. Some companies may only invest in AI with clear evidence of its ROI or success stories from similar organizations.

Unproven ROI: Demonstrating the return on investment (ROI) of AI projects can take time and effort, especially in the early stages of adoption.

Despite these challenges, it's worth noting that the AI landscape is constantly evolving, and the adoption of AI has continued to progress. As AI technologies mature and become more accessible, and as success stories from early adopters become more prevalent, more companies are likely to realize AI's potential benefits and leverage its capabilities.

Governments and industry bodies may also promote AI adoption through initiatives, incentives, and regulations that encourage responsible and innovative AI usage.

ChatGPT: AI can play a complementary role in leadership by balancing human weaknesses and enhancing decision-making processes. Here are some ways AI can help address human weaknesses in leadership:

Data-driven Insights: AI can process vast amounts of data and provide leaders with objective, data-driven insights, reducing the influence of biases and emotional decision-making.

Pattern Recognition and Prediction: AI identifies patterns and makes predictions based on historical data, helping leaders anticipate trends and make informed decisions.

Risk Analysis: AI can analyze risks and probabilities more comprehensively, aiding leaders in making risk-informed decisions and mitigating potential pitfalls.

Personalized Recommendations: AI-powered systems can provide customized recommendations to leaders tailored to individual preferences and priorities.

Time Management: AI can automate repetitive tasks, freeing up leaders' time to focus on strategic thinking and high-level decision-making.

Continuous Monitoring and Feedback: AI can continuously monitor performance metrics and provide real-time feedback, helping leaders stay updated on the effectiveness of their strategies and interventions.

Augmented Decision-making: Rather than replacing human judgment, AI can increase it by presenting alternative scenarios and providing additional information to support decision-making.

Identifying Skill Gaps: AI can assess employee skills and identify areas for improvement, allowing leaders to implement targeted training and development programs.

Diversity and Inclusion: AI can help address biases in the hiring process by screening candidates based on objective criteria, leading to more diverse and inclusive teams.

Enhancing Customer Experience: AI-driven customer insights can help leaders better understand customer needs and preferences, leading to improved products and services.

However, it is crucial to recognize that AI also has limitations, and there are aspects of leadership where human qualities remain irreplaceable. For example, human leaders still best handle emotional intelligence, empathy, ethical decision-making, and the ability to understand complex social dynamics.

To harness the potential of AI in leadership while balancing human weaknesses, leaders should:

Invest in AI technologies aligning with the organization's needs and strategic goals.

Foster a culture encouraging a collaborative approach between AI systems and human decision-makers.

Ensure that AI systems are transparent, explainable, and ethically aligned to avoid reinforcing biases or making opaque decisions.

Provide adequate training and support to help employees and leaders develop AI literacy and skills.

Continuously evaluate the impact of AI on leadership effectiveness and adjust strategies accordingly.

By embracing AI as a supportive tool rather than a replacement, leaders can leverage its strengths to augment their decision-making and address human weaknesses while maintaining a human-centric approach to leadership.

ChatGPT: As of my last update in September 2021, AI does not have intelligence or consciousness as humans do. AI is a computer-based technology that can process and analyze vast amounts of data, recognize patterns, and perform specific tasks accurately and efficiently. It is designed to simulate certain aspects of human intelligence, such as problem-solving, language understanding, and decision-making. Still, it is not sentient or capable of proper understanding, emotions, or consciousness.

Regarding the term "new leadership," it is essential to clarify its context. If "new leadership" refers to leveraging AI and technology in leadership practices, AI can significantly transform leadership approaches. AI technologies can provide leaders with valuable insights, data-driven decision support, and efficiency in managing various aspects of their organizations.

For example, AI can assist in analyzing large datasets, predicting market trends, automating routine tasks, identifying patterns in consumer behaviour, and personalizing customer experiences. By integrating AI into their leadership practices, leaders can make more informed decisions, optimize processes, and stay ahead in rapidly changing business environments.

However, it is essential to emphasize that AI should not replace human leadership. Instead, AI should be seen as a tool that complements and enhances human decision-making and strategic thinking. Effective leadership requires a combination of human qualities, such as emotional intelligence, creativity, empathy, and ethical decision-making, which AI cannot replicate.

In summary, while AI technologies can significantly facilitate new leadership approaches by providing data-driven insights and optimizing processes, authentic leadership will always require human qualities and judgment. Leaders who understand leveraging AI effectively while maintaining their human-centred approach will likely thrive in the ever-evolving business landscape.

Stop rewarding people based on Performance; start Promoting Potential.

We’ve all been there.

Once a year, our manager would call us into their office and review what we had done well throughout the year – or, more likely, what we had done wrong eleven months ago. Then we would leave the manager’s office and return to work exactly like before.

Nothing changed! This is why it’s time to replace the performance review process.

Read more about the difference between High Potential and High Performance.

Need more reasons?

Performance Reviews Aren’t Effective – Performance reviews rarely lead to a change in behaviour by the manager or the employee. Year after year, most managers give employees the same feedback. And most employees don’t do anything in response. One reported that as little as one-third of employees showed improvement after their annual review. That’s likely because performance reviews rarely offer actionable steps for employees to take when struggling.

Performance Reviews Aren’t Reliable – Seventy-seven percent of HR executives believe performance reviews don’t accurately reflect employee contributions, according to CEB research. And CEB’s HR practice leader Rose Mueller-Hanson agrees with those executives. She states, “Our research shows that individual performance ratings have zero correlation with actual business results.”

Performance Reviews Are Time-Consuming – A recent CEB survey found that managers spend an average of 210 hours yearly in performance management activities. Managers said their employees, in turn, each spend 40 hours a year. Deloitte reported that its approximately 244,000 employees spent more than 2 million hours a year on performance reviews. That’s much time spent on something that is proven to be unreliable and ineffective.

Performance Reviews Are Costly – Besides the time it takes to perform annual reviews, there’s the actual cost. According to information from the CEB, a company spends about $3,500 per employee on yearly reviews.

Given the time and cost of performance reviews, it’s surprising that more companies haven’t given them up yet. But if those aren’t enough reasons for you, the new research on how ineffective and misleading they are!

 

 

It’s time to stop evaluating performance and invest in potential.

High potentials can be challenging to identify for two reasons:

First, high performance is easy to observe and drowns out the less obvious attributes and behaviours that characterize high potentials—such as change management or learning capabilities.

Second, few organizations codify the attributes and competencies they value in their ideal employees—which means that managers don’t know precisely what to look for to assess potential.

As a result, most managers focus exclusively on performance, which can be a problem.

When performance is the only criterion employees are evaluated on, high performers will be the only ones moving up—and high potentials will move out.

You should value and reward performance, but it can’t be the only entry point.

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What are the key characteristics of high-potential employees?

The characteristics of high-potential employees include Ability, Aspiration, Behaviour, Social Skills, Adaptability and Leadership. These traits are critical to identifying employee abilities that can contribute to the business and enable employers to put development programmes in place to maximize the skills of these individuals.

Ability relates to performance, an individual’s expertise, innate skills, and capacity to work autonomously and consistently deliver results. 

Aspiration is the desire to grow, taking accountability for decision-making. They share a drive to achieve, individually and as a team, and support and encourage growth.

Behaviour is one of the easiest traits to identify. High Potential Employees Show an increased capability to learn, cooperate with others and manage their behaviours and emotions and how they behave under pressure.

Social skills and High Emotional Intelligence allow High Potential Employees to adapt their personalities to different responsibilities and changing circumstances.

Adaptability. Under pressure, High Potential Employees usually remain calm, continue to perform, and can pivot easily.

Leadership is imperative for High Potential Employees to understand and respect quality leadership and aspire to fulfil such roles successfully.

I wasted $20,000 – The 3 Questions you should asked before you waste money, time and people.

L’esprit de l’escalier:

We have all been there.

You are responding to a job interview question or having a spirited debate.

When it is over, and you walk away, that is when you think of that perfect response.

And I mean perfect, the mother of all answers and proof of your wisdom and powerful intellect.

Except, no one is there to hear you.

The literal translation of L’esprit de l’escalier means “the spirit of the staircase.”

The phrase is attributed to an 18th-century French philosopher who was berated at a party in a Parisian loft.

He left the party and went to the ground floor, where he looked back up the staircase.

And at that moment, he found his wits and came up with the perfect reply.

 

Letting an audience member down

Recently I spoke at the Certified Human Resources Professionals conference.

The workshop was titled: The HR Professional’s Dilemma: Leading When You Have Full Responsibility, But No Authority.

Read how you can bring this workshop to your team

I have to say it went well. The audience was engaged. I felt great.

Then the last question of the session was asked: “What do you do when no one is supporting the project you are trying to get done.”

I gave an okay answer, but not the best solution.

The conference centre is built into a hill, and there are several long escalators to ride as you move through the building.

When I got to the bottom of one escalator, literally and figuratively, L’esprit de l’escalier hit me.

The response I should have given came to me.

I should have responded with a series of questions:

Who’s project is it?

 Is it your project or the organization’s project?

 Have your peer and leadership teams said the project was vital to achieving the organization’s strategic objectives?

 Because if the project is only your priority and not the whole organization’s, it will be hard to move it forward.

 If everyone is not pulling together towards success, you will be all alone pushing a rope.

Read about asking better questions.

Wasting $20,000

It happened to me.

I dreamed of hosting a high-end conference to promote my organization’s work and establish us as a world-class centre of excellence.

I put into my team and personal performance objectives and got them into the organization’s strategic plan.

Nice Eh?

Sure-fire success!

But it was only my plan.

My peers and boss seemed okay with it and did nothing to stop me from moving this forward.

I made $20K worth of commitments to meeting planners, hotels, and speakers.

And it failed because it wasn’t an organizational objective.

Only mine.

 

The better answer

If the project you are working on does not help your organization meet its strategic objectives.

If it doesn’t help your boss meet their performance objectives.

If it doesn’t support your peers’ objectives

Then you are undertaking a Sisyphean task or are shouting up the staircase.

Read about Sisyphean tasks

So, ask yourself why you are doing it.

Leading Through Trauma

Unlike the military, which is used to manage battlefield stress, civilians generally receive perfunctory support when they deal with trauma.

I recently read a 2002 Harvard Business Review (HBR) article titled Leading Through Trauma. In the paper, the authors argue that:  

“Although the human capacity to show compassion is universal, some organizations suppress it while others create an environment in which compassion is not only expressed but spread.”

They have a good point. 

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Whether trauma happens at the individual level – unexpected medical diagnosis – or the collective level – a disaster strikes a community – the fallout is real and calls for leaders to express more than empathy. 

The article explains that leaders can meet this challenge by understanding the need for meaning and taking appropriate action.  

  • Meaning occurs when people try to make sense of the traumatic event and often find themselves soul-searching – asking difficult questions.  
  • Leaders can take action by making it ok for people to process the tough questions, providing knowledgeable resources to support the effort, establishing routines that offer stability, and creating networks of those who can learn from and help each other. 

As I considered the article, I felt we all long for this type of leadership as we face the complexity of today’s world and experience both heightened awareness of traumatic events and a lack of humanity.   

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Considering these thoughts, consider who around you might be dealing with a traumatic event and explore how you might meet their needs. 

By the way, this isn’t just a top-down leadership idea… 

A few years ago, a co-worker’s brother passed away. The funeral was held in a small community several hours outside of Calgary.

Family and friends filled the building.

I looked around at the many faces who had shown up to mourn the loss and celebrate this man’s life.

Except for my friend and co-worker, I didn’t know a soul,

I saw my co-worker; he greeted me like a long-lost friend, swept me by the arm, led me to the front of the hall and sat me down with the family. 

I knew my friend was going through a traumatic event and showed up to support me.

He likely would never have noticed, nor held it against me, if I chose not to attend the service. But he certainly appreciated that I was there.

Learn more about how you can be a Better Leader.

Please consider those in your life who may be going through a difficult time this week. Reach out to them. You don’t have to jump on a plane and travel halfway across the country. You can pick up the phone, email, or drop a card in the mail.  

I think that we all agree that we need more humanity in the world; take this opportunity to provide it.

4 tips to Keep it Together And Avoid Crying at Work

Based on articles by Stav Ziv and  Melody Wilding

Have you ever felt an ominous lump in your throat during a meeting? Maybe you’ve noticed tears forming and then slowly gathering, giving the office a slight blur as you pretend to cough them away.

I have.

When my last job ended, I felt a massive relief as I was very unhappy with what was happening around me. At the same time, emotions were running close to the surface as I loved my work and the people I worked with, and my ego was getting beat up because I felt like I was failing.

I felt my breath catching and prayed no one would look at me, let alone ask me a question, because, at times, I felt the moment I tried to speak, I’d break down.

If you’ve been there, you might also have wondered how to stop crying or how to avoid or delay getting there in the first place.

You’re certainly not alone. A recent survey from the staffing firm Robert Half found that 45% of respondents, all workers in the U.S., had cried in an office environment.

Read about me and being an Ass

Is it okay to cry at work?

The short answer is that it depends—on what kind of situation you’re in when the tears come, how frequently, who’s around when it does, and your work environment.

I come from a military background, where If you cried, you had better have a bone sticking out of you. Most people believe crying can have negative consequences. According to the Robert Half survey, roughly 70% of workers and CFOs agreed that it “can undermine career prospects” or that “crying at work is perceived as weak or immature.”

Only 30% thought that “crying has no negative effect—it shows you’re human.”

There are situations where it’s best not to cry, like when you’re an employee talking to a supervisor (especially if you have a complicated relationship), a woman in a group of men, a presenter standing in front of others in power in a tense situation, or at odds with a colleague.

Read more about wearing your Heart on Your Sleeve

Kimberly D. Elsbach (Ph.D. Stanford University) is a Professor of Management; she adds, “The dangerous part of crying is it repositions us farther down the power position,” Dudley says. “In any situation when we cry, we risk losing our power, credibility, and believability.”

What’s Gender Got to Do With It? Men who cry at work are often judged harshly. Sadly, women who cry may reinforce stereotypical attitudes toward gender in the workplace.

4 Ways to Stop Crying (or at Least Avoid or Delay It)

Depending on the situation, you don’t necessarily have to consider crying at work a career killer.

But here are a few things you can do to tamp down oncoming tears, delay them long enough to find a safe place to let them out or make you less likely to cry in the first place.

1. Take a Deep Breath

A common suggestion for avoiding tears is to practice deep breathing when you feel the waterworks coming on.

Take a Break and Get Away From the Situation

If you think you might start crying and you’re in a setting where you don’t want that to happen, the best thing you can do is remove yourself from the situation. If you’re leading a meeting, you can tell everyone to take a 10-minute break and reconvene. Otherwise, you can quietly step out—people always go to the bathroom.

3. Stop the Thoughts That Are Making You Cry (This’ll Take Some Practice)

If you can’t physically escape the situation, that doesn’t mean you can’t mentally get away. Whatever provokes your crying response, try to put that out of your mind and think about something unrelated instead.

4. Eliminate or Reduce Stressors in Your Life, if You Can

You can avoid crying well before you find yourself in a tear-inducing situation. Ensure you’re getting enough sleep, adequately fed, and hydrated. Try to reduce or eliminate other stressors in your life, too.

The Argument for Not Avoiding Tears at Work

Next time you think about how to stop crying, consider that it might not always be such a terrible thing, and you can help make it just one more normal response in the spectrum of what’s acceptable at work.

And don’t forget that you can play a role when you’re crying and when you notice someone else in the office call. “We can only start changing this if we start to change how we think about it with others,”

So don’t be so hard on yourself if you occasionally feel the tears coming at work.

And don’t be so hard on your colleagues if and when they cry at work.

Crying is a sign of our humanity, and we want to see the society in our colleagues and leaders.”

 

27 Powerful Open-Ended Leadership Questions

The goal of a leader is to ensure that your team finds a solution to their problem.

To do that, they have to know what the problem is. You must know how to ask open-ended leadership questions to ensure successful conversations. Open-ended questions are essential for any leadership strategy because they allow you to understand your employee’s wishes and needs with subtlety.

What Is an Open-Ended Leadership Question?

An open-ended question is not one with a simple answer. When understanding an employee’s motivations and goals, you don’t want curt “yes” or “no” answers; you want them to deliberate and talk at length.

You want to know their point of view, and open-ended questions make that happen. The more the employee says in response to the first question, the more details you have to ask further questions.

The clearest example of an open-ended versus a closed-ended question is “Do you have any questions?” versus “What questions can I answer?”. The first could prompt a simple “no,” and then there is a lull in the conversation. The second, however, starts your listener to deliberate longer and ask several questions they may not have thought of.

Questions usually asked by leaders include fact-gathering questions, goal-oriented questions, and rapport-building questions. All of these are good and useful to the leadership process, but each needs to allow for an open-ended answer and tie in with the larger goals and needs of the employee.

Benefits of Open-Ended Question

Many things asking open-ended questions equips you with better leadership skills. For example:

  • It allows you to build trust and rapport with the employee, as it demonstrates your interest.
  • You can learn more about the employee wants and preferences and define needs, goals, challenges, and other data.
  • It places you as the expert in the discussion, presenting the value you bring to the table. 

Open-Ended Rapport-Building Questions

Rapport-building questions start the conversation, get your employee talking, and help you understand the person you’re working with. It can also make you both more comfortable with a more personal connection and allow you to begin gathering the necessary information.

Examples:

    • Can you tell me about your priorities for this meeting?
    • What is your background?
    • How is business going?
    • Please tell me about your upcoming plans for the year.
    • What would you like to see improve?
    • What is your biggest challenge right now?
    • Could you list your concerns in this area?

 Open-Ended Qualifying Questions

These questions can help determine the interest level of your employee in how you’ve approached the conversation. It can also let you know how to proceed. Not every employee will buy what you’re selling, and it’s essential to figure out how much an employee is committed.

Examples:

    • What is your timeline for this to be resolved?
    • What do you see as the next steps moving forward?
    • How do you decide this?
    • When should you assess these solutions?
    • How should we move forward after this?

 

Open-Ended Priority Questions

These questions help discover and address your employees’ roadblocks or concerns and further understand their priorities and needs. These questions should be carefully constructed not to steer the conversation toward something that can’t be fixed. Be sure to treat each employee individually, and don’t assume you know their priorities based only on similar customers.

Examples:

  • What would you like to achieve in the upcoming year?
  • How is that problem changing how you operate?
  • What isn’t working in the current setup?
  • What improvements are you hoping to gain from this?
  • What would prevent you from making this change right now?

 Open-Ended Discovery Questions

A discovery question should be clarifying and probing, provoking thought and deliberation in your employee. The better you understand the employee’s wishes, the better you can tailor a solution to their needs.

Examples:

    • What are your intentions for the future?
    • Can you elaborate on that?
    • What are your reservations?
    • What needs to be fixed with the current process?
    • What have I not covered that you’d like to hear more about?

 Open-Ended Goal-Based Questions

These help you discover the wishes and wants of your employee if you listen closely. When you know what’s holding them back from achieving their goals, you can better assist them with a solution. Focusing on the benefits of your product and how they attune to the purposes of the employee can also help close a deal.

Examples:

    • Why do you think this solution isn’t working?
    • How is the problem affecting your work?
    • What do you want this meeting to achieve?
    • How should we assess the success of this?
    • What could we do to avoid similar problems?

 Responding to the Answers to Open-Ended Questions

Be sure to ask your questions without rushing into them or being pushy. Show your genuine interest. Your questions should, fundamentally, make your employee talk for as long as they want, and you must be sure to listen to them and provide helpful conversation. Be patient and don’t interrupt; everything you hear can benefit a sale.

Learning How to Ask the Right Questions

Increasing your experience with leadership discussions will allow you to keep a better ear out for helpful information.

When you know what to look for, you will find that subsequent conversations will go easier.

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