Let’s face it – most of us who have ascended to CEO didn’t get there by listening. In most cases, we spent a lot of time speaking, talking, teaching and maybe even telling.
However, when it comes to driving business growth, I have learned that listening is a much more important skill. Listening to the people you work with can drive innovation and growth if you both listen and act. In order to effectively listen, CEOs and other leaders need to learn to ask the right questions- questions that inspire the most useful conversations that drive action and results.
Over the years, I learned these lessons in my own role as a CEO. I started a business that focused on asking questions of employees and providing real-time feedback to senior leaders. The art of learning what questions to ask, when to ask them, how to use questions to drive action was learned over years of trial and error- mixed in with a big dose of science.
Below are the key habits I’ve practiced, and shared with clients, that have led to business success.
1. Ask questions of a wide audience on a regular basis.
I vividly remember walking around a manufacturing plant with one of my first clients, and he told me how various individuals from parts of the plant would walk up and talk to him on a regular basis. His claim was that he didn’t need any help learning to ask and listen. However, by the end of the tour he reflected a bit and told me “you know – I always hear from the same people – how do I know that I’m getting the information I need?” It’s nice to listen -say nothing – and have someone reflect on his own words and come to the right conclusion. After reflecting, this leader changed his routine and started using other asking methodologies, and quickly learned that there were voices with valid ideas and concerns that he had not been hearing.
2. Use trend data to ignite conversations.
I usually set up some type of pulsing process (short, quick and frequent surveys) with clients, and the data we collect are trended on a frequent basis – weekly, every other week or daily. Trend data leads to timely questions, which allow leaders to take action that is not only necessary but also strategically timed to maximize gains. Trend data helps you detect problems – yes – but it also provides you with an opportunity to manage recovery (react quickly to a sharp increases or decreases in key metrics).
3. Ask questions that influence.
When you use survey-type questions, you can develop effective asking strategies for influencing employees. We’ve used this method to help turn businesses around, spark innovation and drive growth. This is because the questions you ask are powerful reminders about what’s important to you. Keep that in mind as you go through the questions you ask on surveys, pulses or in focus groups. Most employers find that the questions they ask often start conversations that are influencing the wrong kind of behaviors.
4. Ask employees to start asking.
Customers and potential customers are key suppliers of information. When you ask your employees to get into the asking and listening business, you gain a route to insights that can better inform business decisions and innovation. How do you encourage employees to ask? Well- you ask to lead the charge and keep on asking.
Changing from talking and telling to asking and listening will improve your leadership style and your business. It will create an environment in which your firm moves forward faster.
Start with one simple question of one person who is not a regular confidant: “What should I know about you, our customers, your work or the business that I might not know?”
Then – think about what would happen if you had that information on a regular basis and from even more people.
About the Author
Dr. Theresa M. Welbourne is the founder, president, and CEO of eePulse, Inc., a human capital technology and consulting firm. Her works focuses on driving growth through optimization of human energy at work. She also is the Executive Director, Alabama Entrepreneurship Institute and the Will and Maggie Brooke Professor in Entrepreneurship at the Culverhouse College of Commerce, The University of Alabama.Theresa’s expertise is in the areas of strategic leadership and human capital optimization in high-growth, entrepreneurial and high-change organizations.
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