All posts by ibrahimdani

The Art of Asking Questions

Articles, , ,

(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in July 2023)

If you’ve ever wanted to make an impact, win hearts, or persuade others to take action, then sharpening your skill of questioning is an absolute must. The way and type of questions you ask can truly captivate the minds and hearts of people, drawing them closer to your way of thinking. Project Managers as advocates and implementers of Change rely heavily on the power of questions to persuade their stakeholders and rally everyone towards the common goals of the project.

As the great philosopher Voltaire once said, “Judge a man by his questions rather than his answers.” Questions possess an inherent power that goes beyond their answers. When you pose a question to someone, they not only ponder the question itself but also reflect upon you, your style of inquiry, and their perception of the question’s purpose. The art of asking questions is a crucial skill that Project Managers, and indeed everyone else, should develop if they want to effectively sway people towards their vision.

Every individual holds unique values, fears, prejudices, and biases. They come from diverse cultural backgrounds and are motivated, inspired, and influenced by different things. To succeed in this complex landscape, it is essential to understand and embrace the intricacies and simplicities of the human experience. This can be achieved by truly listening and seeking to comprehend how someone arrived at their present standpoint. Once you grasp their perspective, you can meet them where they are, rather than where you desire them to be. It is from this starting point that your questions should emerge.

To truly master the art of asking questions, it is crucial to comprehend the various types and categories of questions, as well as to learn the appropriate manner and timing of posing them. Here are some ideas and strategies to help you prepare and ask engaging questions:

  1. Determine the purpose of your question: Are you seeking information from the person or attempting to elicit a reaction? Do you desire a decision, a fact, or an opinion?
  2. Know when to use leading questions and when to use non-leading questions:
    1. Non-leading questions aim to gather information, with the focus on the answer rather than the question. These questions help build rapport with people, as they allow them to express their viewpoints uninterrupted. However, be cautious, as non-leading questions can sometimes lead to a loss of control over the conversation. You may encounter someone who enthusiastically responds to your question and doesn’t want to stop.
    1. Leading questions, on the other hand, suggest a specific answer. These questions place the spotlight on the person asking the question, rather than the one answering it. The answer is often embedded within the question, and the respondent can either affirm or refute it. If you seek affirmation, be prepared with persuasive arguments to reaffirm the situation, or be open to changing your own opinion.
  3. Exercise caution with questions beginning with ‘Why’: Such questions can unintentionally come across as judgmental, regardless of your true intentions. Asking ‘why’ may erode trust and potentially lead to a loss of control over the conversation.
  4. Take the time to craft meaningful questions and listen attentively to the responses. This demonstrates your genuine desire to understand and learn at a profound level, fostering authenticity, rapport, and trust.

Asking questions creates buy-in, and buy-in produces results. The act of questioning empowers individuals. When you solicit people’s views and ideas, you send them a powerful message of belief in their abilities to contribute and effect change. By asking someone, “What could you do about this?” you are inspiring them to take ownership and leadership in the situation.

In essence, a powerful question is a catalyst for transformation. It has the capacity to ignite curiosity, spark reflective conversations, and surface underlying assumptions. It stimulates creativity, generates forward momentum, and focuses attention. Beyond its immediate impact, it touches upon a profound meaning, evoking emotions and inspiring individuals to delve deeper into their thoughts. As it unleashes a chain of further questions, it opens the door to exploration, growth, and new insights.

Furthermore, mastering the art of asking questions not only influences others but also transforms our own thinking. Often, we become trapped in our own perceptions of reality. Skillful questioning can pave the way for new awareness, insights, and perspectives. Our past experiences and beliefs about life, ourselves, others, and the world shape the boundaries of our creativity. A narrow self or world view limits our ability to envision new possibilities and generate innovative solutions. By asking questions, we can break free from our limited perception and explore new dimensions of thinking. But that’s a story for another article.

So, embrace the power of skillful questioning, and watch as the world opens up to you in ways you never thought possible.

References

Gowdy, Trey. Doesn’t Hurt to Ask, November 2020

Effective Advising in Statebuilding and Peacebuilding Contexts – How. The art of asking catalytic questions. 2015, Geneva, Interpeace-IPAT

The Four Stages of Learning

Articles, ,

(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in August 2023)

In the dynamic world of project management, the ability to master new skills is a critical factor for success. The journey of learning progresses through four stages: Unconscious Incompetence, Conscious Incompetence, Conscious Competence, and Unconscious Competence. For project managers, like all business leaders, understanding and harnessing this journey can significantly enhance their ability to excel in their roles.

1. Unconscious Incompetence:

At the outset, individuals are unaware of their lack of skill in a particular area—this is the stage of Unconscious Incompetence. In this stage, recognising the gaps in one’s capability is crucial. Aspiring leaders should engage in self-reflection and seek feedback to identify areas that need improvement. By acknowledging the existence of these gaps, aspiring leaders lay the foundation for growth.

2. Conscious Incompetence:

As you become aware of your shortcomings, you enter the stage of Conscious Incompetence. Here, you become acutely aware of your lack of proficiency in certain aspects of your job. Emotions like frustration and self-doubt might arise, but it’s important to view this stage as an opportunity for growth. It’s essential to approach this stage with humility and a growth mindset. Acknowledging one’s limitations enables them to seek out relevant training, mentorship, and resources to bridge the gaps in their skills. The ability to admit vulnerability and actively pursue learning sets the stage for transformation.

3. Conscious Competence:

Through consistent effort and learning, you progress to the stage of Conscious Competence. Here, you acquire the necessary skills but require deliberate focus and practice to apply them effectively. This stage demands continuous refinement and practice. As you work on honing your skills, you see improvements in your ability to navigate challenges, communicate effectively, and make informed decisions. However, this stage requires focused attention and continuous practice to maintain your competence. Constructive feedback and self-evaluation become valuable tools for improvement at this stage.

4. Unconscious Competence:

The pinnacle of skill mastery is reached in the stage of Unconscious Competence. At this stage, your skills have become so ingrained that they are almost second nature. You effortlessly execute tasks, make decisions, and lead your team with confidence. You can allocate your mental resources to more complex or strategic matters. While this is the goal, it’s important to remain vigilant against complacency. Continuous learning and adaptation are necessary to maintain this high level of competence.

Applying the stages of learning to project management

Understanding these learning stages is essential for project managers and team leaders to lead effectively. Recognising areas of unconscious incompetence allows you to identify skill gaps within yourself and your team. Embrace conscious incompetence by encouraging a culture of continuous learning and skill development. Provide resources, training, and mentorship to support your team’s growth.

Guide your team members through conscious competence by setting clear expectations and providing constructive feedback. Celebrate their progress and accomplishments, fostering a positive learning environment. Strive for unconscious competence not only in your own skills but also in the skills of your team. This will create a high-performing team capable of navigating challenges with finesse.

Mastering the learning stages is an ongoing journey that empowers project managers and team leaders to excel in their roles. By recognising and embracing the stages of unconscious incompetence, conscious incompetence, conscious competence, and unconscious competence, you can elevate your leadership capabilities and foster a culture of growth within your team. Remember, a commitment to continuous learning and improvement is the key to long-term success in the dynamic world of project management and team leadership.