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ASK MORE The Power of Questions to Open Doors, Uncover Solutions, and Spark Change FRANK SESNO FRANKSESNO is di direc rectorof torof theScho theSchoolof olof Med Mediaand iaand Pub Publi lic c Aff Affair airs s at TheGeor TheGeorge ge Was Washin hingto gton n Uni Univer versit sity.He y.He wa was s pre previo viousl usly y an awar award-wi d-winnin nningjournal gjournalist,White ist,White Hous House e corre correspon spondentand dentand talkshowhost on CNN CNN.. He is alsoan expe experien riencedmoderato cedmoderatorr and appearsregularl appe arsregularly y on manyother medi media a show shows. s. He hasintervie hasinterviewedfive wedfive U.S.preside U.S.presidents nts as wellas otherinfluen otherinfluentialworldfigures tialworldfigures including Bill Gates, Benjamin Netanyahu, Hillary Clinton and Colin Powell. Frank Sesno created PlanetForward.org which brings students and experts together to examine new and interesting sustainable inventions. He is a graduate of George Washington University and Middlebury College. The website for this book is at: www.askmore www.askmorebook.com. book.com.
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The 11 Categories of Good Questions 1
Diagnostic
4. Verify and double-check – to make sure you're not charging off on a wild goose chase. You want to make certain the people involved are experienced and that there are no hidden agendas at play or incorrect information in circulation.
Diagnostic questions are all about understanding the true problem at hand. Ask these types of questions to pinpoint problems with precision. Before you can fix something, you have to know what it really is.
How did they reach their conclusions?
Can we ask for a second opinion on this?
Diagnostic questionsare usually the ground floor of any inquiry. As a general rule-of-thumb, these types of questions willoftenform the foundationuponwhichyour other follow-up questions will then be built. Before you can create a roadmap for moving forward, you have to know where you're currently at. The best approach with diagnostic questions is usually to start broad andthenprogressivelydrilldownfor more details. Specifically: 1. Start with an open-ended question about the problem at hand – so you get the ball rolling and the discussion happening. This is often a matter of getting people to describe what the problem looks like and feels like so you can understand it.
What's going on here?
What's the problem you're striking right now?
2. Follow-up by getting a feel for its history – previous occurrences of the same problem or an evolution from onekindof problem to another. You'retrying to use the past to illuminate the present and suggest ideas to try in the future.
When did this begin?
Has the problem changed over time?
3. You next try and uncover any mysteries – by drilling a little deeper to see if the real problem is off to the side waiting to be uncovered. Most problems have s e c r et s , h i d de n a g e n da s o r u n i nt e n d ed consequencesbubblingaway inthe backgroundyou need to know about.
What are we missing here? Is there anything else in the background which could be causing this?
Who has given you the information you're using and what are their qualifications?
Just to clarify my thinking, I think these are the facts at hand. You have said ....... and ......... Have I missed anything?
The key to using diagnostic questions effectively is to listen carefully to what is being said and observe what's left unsaid. You need to zero in on inconsistencies as red flags to incorrect information being gathered. Get the other person to give details a couple of times and compare different versions. Watch for patterns and listen for connections. Keep in mind as you ask diagnostic questions that at somepointyou might wantto challenge whatthe experts havesaid. Robust questioning of assumptions is almost always helpful and ensures the accuracy of what you're working with.
Diagnosis
Response and strategy
The whole point of asking diagnostic questions is to identify the underlying cause of problems so you can then come up with a good response or a viable strategy for moving forward. "You have to figure out what the problem is before you can do anything about it. You have to ask the right questions, accept bad news, and roll with the unexpected to get the answers you need in a timely fashion." – Frank Sesno "Start broad, zero in, describe, compare, and quantify. Listen for detail and patterns." – Frank Sesno
The 11 Categories of Good Questions 2
Strategic
Strategicquestions zoomout andlook at the bigpicture. They ask whether there are alternatives which make more sense. Good strategic questions clarify what it will take to get to where you want to be. Whenever you're about to make a major decision which might impact on your career, your business or the community at large, it's a good idea to pause and consider whether what you're proposing is worth the time and resources involved. Strategic questions help you consider other alternatives, understand consequences and evaluate risks. "Strategy, by definition, is about making complex decisions under uncertainty, withsubstantive,long-term consequences." – Frank Vermeulen, London Business School Strategic questions are often deceptively simple. They need to get to the heart of the matter to be effective. Whenever you're at a major crossroads, you should pause and ask these kinds of questions: 1. Start with the big picture – to try and get things moving in the right direction.
What is the course of action being suggested?
Does thiscourseof action advanceour interests?
Does it reflect our values?
2. Nextdoa quickgut check – to bring your intuitioninto play on the challenge at hand.
Is there a calling or a higher purpose being served here? Does it feel right – am I going to be proud of the results? DoI have thepassionrequiredto dothisandstick with it? Do I have access to all the tools and the resources which will be required to achieve what we're trying to do here?
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3. Acknowledgewhat you're up against – and articulate your plan for moving forward.
Who is our true opponent here?
Whatare ourplannedstepsfor movingforward? Who does what?
What can potentially go wrong – and how would we respond? Can we defend our strategy with facts or is it entirely driven by emotion? What will success look like?
How will we know when we've been successful?
What will it cost?
Are there any cheaper alternatives?
Empathetic
What are the consequences of failure? Do thepeoplewhoareclosestto methinkthisis a good idea? If this ends up on my obituary, will I be proud to see it listed there?
As a suggestion, try and explain your idea to a group of people and see what their reaction is. Explain the reasoning behind your strategy and ask everyone to challenge your logic, your tactics and your overall strategy. Listen for scenarios that need more consideration or for implications you have not considered. Based on that feedback, you can decide whether a specific message needs adjustment or whether you overall strategy needs a good rethink. "Strategic questions deepen understanding and clarify objectives. By asking more, you set benchmarks and assess risk. You examine opportunities and expose vulnerabilities. You become a better thinker and a smarter leader. You avoid the constraints of near-term distractions and stay focused on the essential, long-term goals." – Frank Sesno
3. Narrow the distance – by asking follow-upquestions which become increasinglydetailed and evena little intimate. Signal by your facial expressions that you're interested and you increase the emotional engagement.
Empathetic questions enable you to connect with someone. These kinds of questions bring you closer to others because you're seeking deeper understanding and discovering common ground.
What haven't we factored in?
3
What can they realistically dish out and can we take it?
4. Challenge yourplan – make sure it's bullet-proofand up to the task that lies ahead.
The 11 Categories of Good Questions
Empathy questions allow you to explore what makes people tick. You ask about what they are feeling, what they fear the most and how they are thinking. The key hereis to askempathetic questions withoutimplying that you are passing judgement on them but instead you're trying to understand what they think. Asking empathy questions delivers several benefits:
You can connect with people powerfully.
You can enhance trust
These questionsreinforce relationshipsand improve understanding of others and yourself. You can see things from the other person's perspective and figuratively walk in their shoes.
The best ways to ask empathetic questions are: 1. Start withorigins – ask open-endedquestions which invite people to open up and talk about their early experiences.
What's going on here?
How did you feel as this experience unfolded?
What happened to you?
2. Move on to appreciative inquiry – by asking questions which frame things in a helpful way. Ratherthan asking a bigquestion, youunfold things methodically step-by-step.
What was the setting before this happened?
What did you like about your job at that point?
How did subsequent events transpire?
What happened then? Howdidtheseescalatingeventsmake youfeel? What were the advantages of this?
Now that's interesting. What happened next? Wow! That must have been amazing. Then what happened?
4. Listen intently to what is being shared – so you pick up on anyunderlying insecurities,hiddenpast, deep happiness or tranquility. If they share something intensely private, that's a good sign.
OK, thanks for that. Let me ask a follow-up question to check I understand you. That is something which is very memorable. What were you feeling while this went down? What are your conclusions from all you have experienced? Where do you go now with this?
Empathetic questionscan generatesome verypersonal information so you have to be careful. Often there's no obvious end-point for the conversation and you have to be careful not to go beyond what the other person is willing to share. Keep your wits about you and make sure you don't ask about no-go subjects if you want to keep the interview going. "Know your guest. Find the most interesting parts of their lives and stories. Read, listen, and watch them. The more you genuinely know about someone, and the more you genuinely care about them, the more likely they areto trust youwiththeir story.The more they open up, the more fascinating they will be." – Terry Gross. radio talk show host "I do notask thewoundedperson howhe feels.I myself become the wounded person." – Walt Whitman
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The 11 Categories of Good Questions 4
Bridging
3. Tryandechoback what they aresaying – as a wayto encourage more communication.
Bridging questions are those you ask to someone who doesn't want to talk to you. These arequestionsyou ask to people who are wary, distrustful or hostile in order to get communication happening. Building bridges to someone who doesn't really want to talk to youis a special skill.It often requiresa light touch and extra patience. People might have lots of reasons whythey don't want to talk with you so getting someone to open up can be tricky. Thegeneralprinciples to keepin mindwithbridging are:
Be clear about what information you're pursuing and why it matters. Have a definitive focus rather than embarking on an aimless fishing trip. Avoid triggers – don't make an accusation right up-front or doing anything which will cause defensiveness. Askabout rationales andmotivations rather than accusing. Make sure you affirm and validate as you go along. Remember, you're after insights which will engender more discussion rather than trying to back the other person into a corner.
Some of the best ways to get people talking are: 1. Start by establishing rapport – by making reference to an interest you share or an acknowledgment of their expertise.
Hey, I like you shoes. Where did you get them? I see you are a Bear's fan. What do you think of their season so far?
2. Keep rewarding and validating their participation in the conversation – by affirming what they say.
You know,I'venever thought ofit that waybut you could be right. Tell me more. A lotof peoplefeel thesamewayyoudo.Can you helpme seeyour point of viewwithmore clarity? You're right. What else do you think about that?
Now that was shocking. You're saying …
OK,is this whatwe're talking about here?Tellme more about this. I think I understand where you're coming from. You think … Is this what you mean?
5. Listen – and then listen some more. You're dealing with a reluctant or suspicious person here so you have to listen for clues about what made them that way. Listen for little shards of information you can then use to build a bridge and don't forget to make good eye contact.
Very good. This all sounds mighty interesting. Can you share anything else?
That's a good point. What happens now?
How do you see things progressing from here?
That's remarkable. Please go on.
5
Confrontational
Whoa. If I'm hearing you right, you're saying … Right?
4. Throw in some reinforcers – follow-up questions which both validate what has been said and set the stage for more information to be shared.
The 11 Categories of Good Questions
Confrontational questions hold people accountable for what they said or did. If you have courage and hold to your convictions, a probing confrontational question can be a great weapon. Pure and simple confrontational questionsare intended to get a clear answer to a straight-up question. You ask thesequestionsto naildownthe responsiblepersonand put them on record for what they are saying. They are a chance to air a grievance, level an accusation or reinforcethe rules of acceptable behavior(perhapswith your own children). Confrontational questions are high-risk questions often asked inchargedsettings. Tomake themworkfor you:
You know, a lot of people would agree with you. Tell me a little bit more.
You've definitely highlighted a serious problem here. Do you have any ideas about what should be done about it?
When asking bridging questions, you have to expect to move things forward one step at a time rather than looking for miracle breakthroughs. This is something of a gentle approach rather than kicking down the doors and demanding more details. It's all about asking open-ended questions in the right way so the other person will open up a bit more.
Know your aim and stick to it. Avoid mission creep. D ec id e b ef or eh an d w he th er y ou w an t acknowledgment, an admission of guilt, an expression of remorse, etc. Get your facts straight. Make sure you're working fromcorrectinformationor youwillbe embarrassed. Frame your questions precisely. Make sure the way you say things supports your aim. Use direct questions which require direct answers. Project your moral authority with your questions. Always take the high road. Expect that the answers will probably be defensive, evasive or confrontational. Be prepared.
To succeed with using in-your-face confrontational questions, keep these ideas in mind: 1. Start with the facts – and make sure you're both talking about thesame thing. Yes/No style questions are fine here.
Were you there when this went down?
Did you say this?
I thinkI knowwhathappened here,but let'scheck our facts. Did you …
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2. Be direct – make your allegations in clear terms which can't be twisted or misinterpreted.
Did you do it?
Why didn't you do something to stop this?
Did you drive your car on the day in question?
3. Ask for the record style questions – to establish a point of reference everyone can come back to.
When were you going to tell us about this? What did thepresidentknowandwhendidhe find out about it?
Do you consider this to be ethical behavior?
Is this acceptable behavior on your part?
4. Befullypreparedto destroy bridges – becauset hat's what confrontational questions t ypically achieve. Don't use them unless you're prepared to believe there will be no possibility to work together constructively in the future.
How is this moral? Why do we have to suffer the consequences for your lapse in judgement here? Didyou thinkaboutanyoneelseas youdid that?
5. Listen for signs of evasiveness – and ask follow-up questions about those subjects. Uncomfortable silences which suggest the person is searching for the right words should be a warning signal.
Is there something else you want to add?
What aren't you telling us?
What background issues may potentially come into play here?
"Confrontational questions are the blunt force instruments of inquiry. But they are necessary if we are to live in a place where everyone respects and plays by the rules and is accountable for their actions." – Frank Sesno "Accountability questions cannot be shots in the dark. They must aim at a real target. When you question and confront,drawfromthe knowledge youhaveandset the agenda. Listen closely to control it. If someone talks in circles or ignores the question, reassert control and ask again." – Frank Sesno
To ask good creative questions: The 11 Categories of Good Questions 6
Creative
1. Start by talking about your dream – what you would change or what you would achieve if there were no physical or other limits.
Creative questions encourage people to think outside the box and be original. To get creative ideas flowing, ask people to imagine and pretend or to set their sights high and see what happens.
The perfect example of the power of creative questions is Uber. Travis Kalanick and Garrett Camp asked themselves: "What would it be like to ride around town like a millionaire?" They thought a millionaire would stretch out in the back seat of the car and not worry about finding a parking space or even digging through their pockets for money to pay the taxi. They decided to challengethestatusquoand find a waytodelivera great transportation experience. Uber is the result. Creative questioning is all about inviting people to close their eyes andcomeup with crazy ideas. To make them work for you:
Set yoursights incredibly high, visualizingsomething which is a quantum leap ahead of the current experience. Reach for the stars. Think deliberately about the future. Put your questions in present tense and ask everyone to do some time travel. Be prepared to role play to visualize the pros and cons of the idea you're suggesting. Be disruptive. Creative questions are subversive rather than continuations of what's there at the moment. Entertain idea which are uncomfortable from your present vantage point. Ask questions which bring divergent viewpoints together. If you ask the right question, you can enlist the help of collaborators. John F. Kennedy did this with his question: "Why shouldn't the United States go to the moon?"
What's the next big thing society needs?
2. Try somerole playing – to get people to change their perspective and think boldly.
Creativequestions invite youto "Imaginethis!" Theyare designed to prompt you to daydream a little about what would happen if the normal rules did not apply. They give approval for creative thinking to happen.
Putting convention aside for a moment, what couldweachievein this areaif wehadno limits?
If you were Jeff Bezos, CEO of Amazon.com, how would you approach this challenge? Imagine this is a movie and you are the director. What would you do?
3. Use some props – bring along some cheap sunglasses and invite people to see things differently when they wear those sunglasses.
I m a gi n e w e ' ve p u ll e d t h i s o f f a n d t h e se sunglasses let you see the future. What does success look like? How do we get from here to there?
4. Invite everyone to time travel – to visualize and experience the better future.
We've succeeded. We're now in the future. What does it look like? What arewedoingnowthatwe didn'tusedtodo?
5. Act like superheroes – like you cannot fail because of inbuilt powers.
What wouldwedo if weknewweabsolutelycould not fail? What newandrisky thingswouldwe attempt ifwe were bulletproof?
The whole idea as you ask those questions is to listen out for fresh or original ideas which spark the imagination. Look for ideas which are met with enthusiasm. Listen for originality and boldness. Ask follow-up questions which help people think through their ideas and further expand their thinking. Always ask questions about the future using present tense to encourage more thought. Make everything so vivid and colorful in the minds of your team that they will suspend their doubts and go on flights of fancy.
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The 11 Categories of Good Questions 7
Mission
Mission questions are where you ask questions which help people understand their mission. You inspire people to have a strong sense of purpose through asking these questions.
"Mission questions ask more of everybody. They help you draw people into a genuine conversation about shared goals and what everyone can bring to the task. Theyhelp you convey your priorities. Mission questions require you to talk less and listen more." – Frank Sesno
What would be the advantages of collaborating on this?
4. Listen for initial expressions of interest – comments that would suggest maybe working together is not such a bad idea.
Figure out everyone's role in advance and mold your questions to their expertise, their passions and their capabilities. Aim high – missions are fueled by big ideas and bold initiatives to change the world.
To ask worthwhile mission style questions: 1. Start with discovery – ask about what matters to others on the team and why it matters.
What issues do you care about?
What values do you always stand for?
2. Then move on to aspirations and mission – use follow-up questions which highlight what you ideally want to change or improve.
1. Start by getting everyone to observe what's actually going on here – so you ask questions which encourage that to happen.
Howhaveyou attemptedto achievethat thusfar?
Say weworktogether onthis.Who wouldfill what roles?
Scientific
What are we seeing here?
What problem are we seeing in action?
2. Form an initial hypothesis – a cause-and-effect statement which encapsulates the relationship that seems to be at play here.
Scientific questions are often "slow" questions – they don't have an immediate answer. To frame worthwhile scientific questions:
Observe a problem and frame your question.
Offer an initial hypothesis or explanation.
Put your hypothesis to the test using real-world data. Run some experiments and come back with observable facts. Share your idea with others and see if they can point out obvious deficiencies.
In other words, these questions are built around the scientific method. You observe, come up with a hypothesis, test, get data and then form conclusions.
Based on whatwe observe, how do we solve the problem? How can we use what we are seeing to move forward in a concrete and solid way?
3. Figure out how much data you need to gather – to prove or disprove your hypothesis.
Scientific questionsare those youposeto inspire youto solve mysteries. You pose the question as a way to spark inspiration and to generate fresh ideas and new avenues to explore.
What difference would you like to make in this area?
3. Enlist collaborators – by analyzing what could be achieved if you join forces.
8
Data
To put together good scientific questions:
The 11 Categories of Good Questions
Identify yourmissionclearlyand ask questions which help people clarify the underlying shared values.
Hypothesis
D o y o u t h i nk o u r i n t e r es t s o v e r l ap h e r e sufficiently to give this a try?
Conclusion
Do you have any stories that might apply here?
Everyone aspires to change the world in some way. If you can discover shared purposes by asking good questions, you can hopefully get on board some powerful partners. To do that, you need to have your radar on and your antenna up when talking with groups who can inject different capabilities to you. Ask good mission-style questions and listen.
Touse questions to getpeopleto sign onfor what you're asking them to do, keep these principles in mind:
Observe
What doyouthinkwecould accomplishif wework together on this?
If oursuggestionis true, howcanwe prove it with actual data? Howmuchdataandwhatkindof data dowe need to gather to test this hypothesis?
4. Seeif actingas a contrarian isuseful – by examining what would be happening if the opposite was true.
What evidence can we see that we have got this idea the wrong way around? What data can we gather which would prove this is incorrect?
5. Cometo a conclusion – rather than leaving things up in the air and unclear.
So overall, does the data confirm or disprove our initial hypothesis is correct? How does this answer the question we started with? Should we start over? Whocan wesharethisdata withto seewhatthey think? What have we missed? Now what?
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The 11 Categories of Good Questions 9
Interview
How would you describe your culture?
What motivates or inspires your firm?
How do you mentor the people you bring on board?
Doesyourcompanyprefer tohirerisk takerswhocan think fast and pivot? If you have a very good year, how do any additional profits get allocated?
Interview questions are those you answer when you're seeking a job, or those you pose when speaking with a prospective employee. Here you want to probe and test for compatibility.
Interview questions look to the future. They try and predict whetheror notsomeonewill bea good fitfor your organization.If you're interviewing for a job, you wantto ask intelligent questions that flag you as an achiever. If you're the boss, you're after clues about future performance.
Both the way you answer their questions and the questionsyou askof themwillshape theirperceptionsof you. Just make sure you do your homework first and anticipate what they might say.
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Entertaining
What do you like about what you do? Whataccomplishmentsare youmost proudof in your previous employment positions? Have you had any crazy ideas you have turned into reality? Whatis thebiggestsetbackyou'vefaced andhow did you respond? What personal goals motivate and drive you? Imagine you've beenhiredand youget instructionsto cut your budget by 15 percent. How would you approach this? You're workingto a very tight deadline and you won't have enough time to do things to your desired standard. How would you proceed?
It's also pretty likely you will thrown a few curve-ball questions which will call for spontaneity, creativity and humor as you work your way through them. The questionsyoucanask to signalthatyou'd bea good hire would include:
Do you like your employees to speak up if they have ideas and suggestions?
The 11 Categories of Good Questions
The idea here is to look ahead and prepare thoroughly for interviews. If you're a job applicant, you should anticipate you will be asked these questions and prepare good answers in advance:
What are your company traditions?
What do you see as your biggest threat and opportunity at the present time? If I am hired, how creative can I be?
Entertaining questions can turn you into a talk-show host. You pose these questions and the different ways people answer them can be illuminating and highly engaging. Talk-showhostslook likethey havea great life. Theyget to hang out with interesting people and ask them questions, listen to their stories and uncover some intriguing facts. Fortunately, you don't have to be on TV to do that. You can invite some guests to your home for dinner and then ask some interesting questions which will turn the night into an invigorating experience for everyone. To achieve that:
Know your guests and what they've done and what they are passionate about. Think creatively and come up with some interesting questions which will engage your dinner guests on multiple levels. Set a good mood right from the outset and engage their emotions.
If you'rehavingpeople over fordinner,you cancomeup with three-course questions which will bring out the interesting andfascinatinginformationyour guests have to share. Decide whether you wantto be probing, fun or irreverent and start the conversation flowing by asking good questions. Here's a good way to do this: 1. Have a themefor theevening – something along the linesof "What is theone thingin theworld that blows you away?" 2. Get things started with riddles – questions which have no definitive right or wrong answer. The way people choose to answer will reveal their thinking and personalities. 3. Addin snippetson trends andcurrent affairs – bits of information and questions which will provoke more thought and commentary. 4. Invite Socrates to join you – by asking a series of poignant questions which people can debate and discuss actively. 5. Addlaughter andhumor – by invitingpeople to share their most embarrassing experiences or perhaps their weirdest work experiences. 6. Listen for the warning signs – anyone who expresses annoyance, resentment or impatience. Beactiveas a host andsteer thingsawayfromtopics which have the potential to offend. If you'reastute, youshouldbe able to make theevening into a memorable event by asking questions on topics which take full advantage of the life experiences of your guests. Pick your topics with care so the evening can flow. Leave room for people to get involved emotionally and keep things light. Ask good questions and let your guests have the chance to talk and you can end up producing an experience everyone will enjoy and remember.
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The 11 Categories of Good Questions 11
Legacy
Legacy questionsare about lifestoriesand the narrative of accomplishments and achievements. You ask these questions to help people step back and take stock of what has been achieved. Legacy questions ask about the contributions you and other people have made. They are intended to help you step back, see the big picture, acknowledge and recognize accomplishments and set priorities for the future. In practice, legacy questions help provide context for your life or career.
1
Diagnostic
2
Strategic
3
Empathetic
4
Bridging
5
Confrontational
6
Creative
7
Mission
8 9
Scientific Interview
10
Entertaining
11
Legacy
Typical legacy questions are:
What are your most important accomplishments?
What are you most proud of?
What do you want your grandchildren to know about you? What's the biggest lesson you have learned from a mistake you've made? What items still remain on your bucket list? Howdo you wantto be remembered whenyou leave the company? If your life or career was a book, what would be the title? And who would play you in the movie version?
"They arequestions about meaning,spirituality, lessons learned,gratitude, regrets, people andpurpose.Most of us think about questions like these as we move through life – especially towards the end, when we take stock, look back, and think about what it all meant and what difference we made. But legacy questions ground us along the way. They add meaning to the present and context to thefuture.By askingthemearly andoften, we take stock of our lives and check our bearings and seek balance." – Frank Sesno
When Justice Sandra Day O'Connor was asked what she saw as some of the biggest questions confronting America during her twenty-five years on the United States Supreme Court, she came up with three questions which she believes lies at the foundation of America as a nation. Those questions are:
The whole point of legacy questions, as for those in othercategories,is if youunderstand whatyou'reasking andhowyou shouldlistenfor replies,you canbecome a better questioner. The better you become at asking the right questionat themost opportunetime, thebetter the results you will have to show for it. "We must appreciate that questions are not a blank check.There issuch a thing as a stupidquestion. There are also hurtful questions that humiliate or open old wounds. Gratuitously hostile questions – meant to embarrass or pick a fight – can poison a conversation. Inapprproriately personalqueriescan get youin trouble. Self-servingquestions,where someoneasks a question just to show off how much he or she really knows, turn off everyone else." – Frank Sesno The effectiveness of questions also varies from one culture to another. In some countries, questions are actively discouraged. In vibrant societies, by contrast, there is a desire for the next generation of questions to be betterthanthe last. Culture matters when it comesto the quality of questions which get asked.
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What is the role of government? How do we balance individual liberty with social responsibility? What does responsible citizenship entail?
And that in a nuts hell exem plif ies the power of questions. Questions are uniquely human. They are an investment in ourselves and in creating a better future. When you ask questions, you always open your mind andinviteothersto dothe same. Questions alwayslieat theveryheartof leadership anddiscovery.Theyare the very best way to move forward with confidence. If you can get into the habit of asking more questions, you will be all the better for it. "It is the first responsibility of every citizen to question authority." – Benjamin Franklin "Questions are our way to connect with other human beings. I believe that inquiry, not imitation, is the sincerest form of flattery. Ask a good question and you convey interest.Slow down, listen closely,and askmore and you engage at a deeper level. You show that you care.You generatetrust. Youempathize andyou bridge differences. You become a better friend, colleague, innovator, citizen, leader or family member. You shape the future. You can't ask for more than that." – Frank Sesno