Leadership is Not Having All the Answers
So often, people believe that leadership is having all the right answers. Quite the opposite is true — so often, admitting that you do not know the answer, being open to exploring, and asking the right questions is the key to good leadership.
Good questions stimulate thoughtful conversations and, as a result, generate an open exploration of diverse perspectives and elicit a deeper understanding. They surface relevant experiences and expertise and touch a deeper meaning. Most importantly, they create an environment and expectation of learning.
Good questions come from a place of authentic curiosity. They are asked from a perspective of exploring the issue at hand from a variety of perspectives in order to make wise decisions.
For example, questions that engage creativity and prompt potential new insights include:
· Using idealized design, by asking “what would it look like if it were ideal” — which taps into aspirational thinking, moves beyond boundaries, and explores bold possibilities.
· And, when stuck, asking “how might we if our success were guaranteed?” or when at a seeming impasse, examining “how can we get both?” — both of which explore paths for successful resolution or innovation.
· Using appreciative inquiry, by exploring “where is it working” or “when has it worked the best” or “how have others managed this exceptionally well” — which enables real-life solutions that can be expanded.
· And, moving from “how” to do something to “why” — which enables exploring assumptions and needs making the how more clear.
Of course, the right attitude of inquiry and receptivity is necessary when asking questions. Questions asked seeking confirmation of a pre-determined decision will teach others to “guess” at the desired answer. Questions motivated by demonstrating one’s own knowledge or, worse, demonstrating another’s lack of knowledge, will create embarrassment and teach others to remain silent.
Of course, leadership often requires making decisions, yet asking the right questions ensures that the answer is better informed with diverse perspectives and a more comprehensive understanding.
We’re curious, what are your favorite questions?
“We have to be vulnerable to learn something here — ‘I don’t know’ is an answer.” — Ross Thornley
About the Authors
Pam Thompson MS, RN, FAAN is the CEO Emeritus of the American Organization for Nursing Leadership, formerly AONE. During the same time, 2000–2016, she was the Senior VP of Nursing for the American Hospital Association. After retiring in 2017, she now serves as a healthcare consultant and volunteer board member and trustee for several healthcare entities.
Marla Weston PhD, RN, FAAN is the past CEO of the American Nurses Association Enterprise which included the American Nurses Association, American Nurses Credentialing Center and American Nurses Foundation, serving from 2009 to 2018. She now is a consultant and facilitator in leadership development, organizational strategy and growth, and future trends.
