
Are you a “Swiss knife” leader? Take this test to find out
In turbulent times, you need leaders who are like Swiss knives: take this self-test to find out if you are up to the challenge....
by Arnaud Chevallier, Frédéric Dalsace Published 25 August 2021 in Brain circuits • 3 min read
Most
leaders know to ask a lot of questions, but they don’t necessarily ask all the
right types of questions. It’s important to understand if you are asking
questions that will elicit the information you need.
Strong leaders ask a lot of questions and as their role changes the questions they ask need to change as well. But they often don’t. It’s not enough to simply ask open questions, then follow up those questions. Leaders also need to consider the mix of questions they ask so as to avoid various knowledge traps.
Have you ever thought about which questions you ask and which types of questions you use? Have you considered what happens if you don’t ask some questions? Take time out to consider this.
Our research has identified four specific types of questions:
Underutilizing one or more types of question – a common occurrence among even successful executives – causes blind spots that can lead to an incomplete picture. Although there is no right question mix, asking all types of questions when facing complex decisions is advisable.
It is important to critically assess your results, ask more questions, monitor yourself, and consciously address your blind spots. If there are certain questions you are uncomfortable with, try to start using them in low-stakes situations to build your confidence.
The good news is executives who evaluate their question mix get a better sense of their preference, a great starting point to remove any potential blind spots.
If you want to know more about how to improve your question mix and your problem-solving skills in general, sign up for the upcoming Complex Problem Solving program starting on 13 September.
Professor of Strategy at IMD
Arnaud Chevallier is Professor of Strategy at IMD. He is also Director of the Global Management Foundations program and Co-Director of the Complex Problem Solving program. Arnaud’s research, teaching, and consulting on strategic thinking bridges disciplines to provide concrete tools to improve decision-making and corporate problem solving. Arnaud’s work prepares executives for the strategic challenges organizations face in today’s dynamic global marketplace.
His initial 2016 book Strategic Thinking in Complex Problem Solving, published by Oxford University Press, is now followed by his latest title, Solvable: A Simple Solution to Complex Problems, co-authored with Albrecht Enders. This book synthesizes the strategic thinking needed for complex problem solving into a simple three-step process: frame, explore, decide. It also shows practitioners how to follow these steps using highly applicable, concrete tools.
Professor of Marketing and Strategy at IMD
Prior to IMD, Frédéric Dalsace spent 16 years as a Professor at HEC Paris, where he held the Social Business / Enterprise and Poverty Chair presided by Nobel Laureate Prof. Muhammad Yunus. Prior to his academic life, he accumulated more than 10 years of experience in the business world, both with industrial companies (Michelin and CarnaudMetalbox), and as a strategy consultant with McKinsey & Company. He is Co-Program Director of the new Leading Customer – Centric Strategies program.
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