How do we break the cycle of employees having to be told what to do to perform their jobs effectively? This issue seems to be getting worse as time passes, and there is a simple method that can change the course. Stop telling, start asking. By making this change, everyone involved benefits.

By nature, some people are problem solvers and look for solutions without really thinking about them. Often, they end up in charge due to their ability to create processes that get results. Unfortunately, their problem-solving ability doesn’t necessarily mean they’re good at helping others learn to think for themselves. Being what it is, human nature leads them to answer questions directly instead of challenging the question-asker to think for themselves. For many leaders, it’s simply a need to be needed.

Good news…

The good news – all you need to do is start asking and quit telling! What does that mean? Let me give you an example. Mike comes to me and asks, “What should I do about this”? I can respond in one of two ways. I can give Mike the answer and tell him what I think he should do, or I can ask him a simple question. “I know what I would do, but I’m curious what you think, Mike?” As a leader, you are training all of the time. Whether you are training people to be dependent on you or capable of working independently is at the core of asking good questions.

By changing the approach, significant impacts can be made on all involved. Consider how it impacts the person asking, the one who answers, the customer who might be interested, and even the entire organization. So, let’s take them one at a time.

The question asker…

Think about the person who is asking. When Mike came to me with his question, I could have easily given my thoughts without asking for his. It would have probably been faster and the results would most likely have been more aligned with my methods as a leader. But it wouldn’t have helped Mike improve his decision-making processes or his critical thinking skills. It would have also trained him to depend on me, or someone like me, to tell him what to do. Another benefit for Mike is better growth opportunities and potential for advancement. If he has leadership abilities, I’m modeling the behavior he needs to adopt to develop his team if he has one someday.

First, Mike is forced to think for himself by asking for his thoughts. Secondly, I can know Mike’s competency in handling the problem he’s dealing with. Thirdly, depending on his, response, I understand how to coach him.

The question answerer…

Next, let’s think about what my response accomplishes for me. If I’m leading a well-trained team, it frees my time to focus on vision and strategy instead of small details, creating a stronger team. I can also use my time by doing more development of people. Asking questions instead of always giving answers allows me to identify how quickly team members learn and apply skills and who has the potential to take on more responsibility. By understanding their competencies, I know how and when to coach them. Another benefit is the ability to lead more people and grow my career. It stands to reason that the more team members who are good decision-makers, the more I can empower them to make decisions, and high functioning people typically like to be empowered to do their work without being “managed.” There is always the chance of losing some people due to opportunities, but I always thought that was a good indicator of mentoring and coaching with the right outcome in mind – wanting what is best for them. 

The customer…

What about the customer who may be involved? Shouldn’t we always be looking to create a better customer experience? Employees who are trained to think and make decisions inspire confidence in customers because, quite frankly, they have more confidence themselves. One of the biggest complaints from customers in today’s market is the lack of speed and transparency in face-to-face business interactions. Team members who haven’t been trained to think will slow down a customer experience process and create a lack of transparency simply because they don’t have answers readily available and are forced to go “ask the manager.” Customers can get frustrated by this and, if they do, are unlikely to do business with you again.

The organization…

Finally, how does the simple switch from giving answers to asking questions help the entire organization? The real question should be how is a company expected to grow without quality employees? Having well-trained, empowered people on staff allows for promotions and growth. Like an engine can’t take on more fuel if it’s not efficiently burning what it has, a company can’t take on more business until it can effectively handle what it has with room to grow. Then there is the issue of reputation. Being known as a place that employs quality people and offers career advancement attracts high potential employment candidates. Oh yeah, one last thing. Customers really like dealing with people who know what they’re doing and make their experience effortless.   

Making the switch…

So, how do I make the switch, you might ask. Begin by finding a few times in your day to ask instead of telling. As you get more comfortable, you will find more opportunities to do it until, at some point, it becomes second nature. Speak with your teammates and let them know what you are doing. Ask them to hold you accountable, even if they report to you. Over time, you will notice a change in the way people respond to you and how often you will hear their ideas. That’s when you know you’re doing something right. That’s when life can get a little easier.