Managing people can be extremely challenging, and there are numerous different factors that contribute to this. Sometimes the team is made up of subpar players. Other times, no matter the team, holding others accountable every single day can be just plain difficult. And this is just the tip of the iceberg.  

Being a great manager can be compared to building a skyscraper. It’s difficult, but certainly not impossible! First, a person must possess some level of natural God-given ability. Next, they would be well advised to learn from someone else who is an expert and has experience. Then, time and effort must be poured into honing the craft. Finally, effective tools must be learned and employed to get the job done up to the required standard. 

Next week I will write about management’s most UNDERRATED tool. But of all the management tools that exist, I believe that one is the most UNRECOGNIZED. It is this tool that can mark the difference between a great manager and a mediocre one.

The Tool

Last week a high performing leader in my store came to me with an issue. As she laid out the gist of the situation, I asked 4-5 clarifying questions. Once the details were clear, I then asked if she wanted to handle it alone or if she’d prefer me to take part in helping address the issue.

Great managers use the tool of asking GOOD QUESTIONS, and LOTS OF THEM!

When someone is underperforming, or even just pointing out an issue, our gut reaction is to respond with STATEMENTS! “You need to do X and Y”. And while certain situations do call for this, by and large the best initial response is to ask targeted questions.

“You said that you would complete this yesterday, but that did not happen. What am I missing here? Do you believe that putting this off will or won’t have a negative impact on your coworkers?”

“Thanks for bringing this to me. What do you propose we do? Would you like to handle this, or do you need support from me?”

Effective leaders use questions as a tool from their arsenal every day. Questions can point out clear flaws in employee performance, or in their lines of reasoning. When this happens, the answer to the question becomes more of the bad guy, and the facts cannot be easily argued against. Asking good questions also teaches others to think for themselves while still feeling supported by the boss. These questions grow employees day by day, and when this happens everybody wins.

In Closing

Are you quicker to ask questions or to give opinions? How can you utilize effective questions to challenge those around you to grow and to take ownership in their roles?