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Commentary: How do workers ask bosses questions correctly? And why is asking questions a good thing?

The importance of asking questions is not new, but it’s getting easier and easier to forget. With search engines all-encompassing and forums aplenty, it’s sometimes easier to simply ask your phone. 

Asking a question can uncover knowledge you might never have sought yourself, especially when the passing of knowledge is between two people who know each other personally, says the author.
Asking a question can uncover knowledge you might never have sought yourself, especially when the passing of knowledge is between two people who know each other personally, says the author.
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The importance of asking questions is not new, but it’s getting easier and easier to forget. With search engines all-encompassing and forums aplenty, it’s sometimes easier to simply ask your phone. 

Anything from “how does SEO (search engine optimisation) work?” to “why is my boss micromanaging me?” — a certain search engine will fill in the rest of any sentence you throw at it. 

It’s made even easier in these hybrid, remote times. Asking questions becomes more intentional — a Slack chat must be opened, a Zoom call must be arranged. 

It’s no longer a matter of raising your voice over a few desks for a quick question. So it’s easy to simply not ask. To assume, to find out on your own, to get by in ignorance. 

In fact, most people don’t ask questions. A study of conversations in public settings such as bars and trains suggests that people spend two thirds of conversation time talking about their personal experiences. 

This is especially so when meeting someone new, people tend to use self-focused presentation strategies like self-promotion. 

We need to remind ourselves why asking questions can be so universally beneficial. 

A GOOD QUESTION CREATES A WELL OF KNOWLEDGE

Sure, the search engine might give you some good answers, trawled from the entirety of the Internet. But asking someone who might know the answer to your question in the right context is more important. 

For instance, you might want to know what the best SEO strategies are — an answer you can easily find online.

But asking someone who has done the job in your place before might know what the best strategies are for this organisation, this time, which strategies have been employed before, whether Internet-proven strategies have failed or succeeded. 

Not only does asking good questions create a well of contextual knowledge that might be a lot more valuable than generic, Internet advice, but the answers you receive may extend beyond what you wanted to hear, into what you might potentially need in the future.

Picture lowering a bucket into a literal, unfamiliar well: You might not know what your bucket picks up, but pick it up it will. 

Similarly, asking a question can uncover knowledge you might never have sought yourself, especially when the passing of knowledge is between two people who know each other personally. 

QUESTIONS BUILD BRIDGES WITH OTHERS

Asking questions form connections. A 2017 study revealed that people who ask more questions, particularly follow-up questions, are better liked by their conversation partners. 

When people are instructed to ask more questions, they are perceived as higher in responsiveness, an interpersonal construct that captures listening, understanding, validation, and care. 

This is particularly important in our hybrid-remote work situations. We need to actively reach out and carve out the space for asking and answering questions. 

Here are some suggestions: Implementing a system like a daily "all-hands-on-deck" meeting or “stand-ups” in the mornings could streamline communication and avoid the confusion of numerous emails.

Face-to-face video calls are an efficient way to iron out issues in a timely manner and enable employees to learn from one another's questions.

Additionally, this approach fosters a sense of community and inclusion for remote workers, providing an opportunity to continuously bond with their colleagues.

Of course, for these short calls to be effective and reduce time wastage, employees should ask clear and concise questions to ensure prompt and helpful responses from superiors.

For informal and quick inquiries, leaders should tap instant messaging platforms like Google Hangouts, Microsoft Teams, or Slack. 

ASKING QUESTIONS OPEN UP GROWTH OPPORTUNITIES

Asking questions isn’t exclusive to new or junior employees. 

It is equally important for leaders to continually ask, not only to have a holistic understanding of a project, but also to consistently put yourself in a position of humility. 

It isn’t the leader’s job to inherently know everything, rather, to find out and decide the best course of action with the knowledge they glean. 

Putting yourself in the position of an asker doesn’t mean weakness. Rather, it shows a willingness to learn from others, discarding the outdated notion that older or more experienced people cannot learn from the younger or inexperienced. 

Always asking questions allows you to present yourself with growth opportunities you would otherwise miss out on. 

UNCOVER THE BLIND SPOTS

Asking will give you tools of empathy, and with time, the skills to ask the right questions to uncover valuable insights from employees, colleagues, and customers. 

By observing, listening and sensing, one can learn how to expose blind spots in others and yourself. 

Blind spots are a menace to leaders. Leaders, who sit at the top, who only deal with “strategic planning” from bird’s eye heights, can often fall prey to the blind spots that hide. 

Blind spots can occur for a number of reasons, like overconfidence or undiscerning positivity. 

To counter this, one must lead from the front, centre and back, not just from the top. Be present and take charge from end to end. 

WHAT NOT TO DO IN ASKING QUESTIONS

The skill of asking questions also involves considering the appropriate timing.

It's advisable to be mindful of leaders' schedules to avoid disrupting their workflow. By asking questions at the right time, employees demonstrate respect for leaders’ time and acknowledge their other priorities.

Moreover, giving leaders sufficient time and mental space to answer questions often leads to more thoughtful and accurate responses.

Therefore, if the questions are not urgent, it is preferable to postpone them to a better time or allow some flexibility in when the answers are needed.

Bombarding leaders with too many questions at once can also be overwhelming and appear convoluted. While it is important to clarify issues, it is also essential to recognise that leaders are only human.

Employees should prioritise the most critical questions and approach others in a conversational manner, which can build rapport and help establish a positive relationship.

In high-pressure situations, some employees may come across as confrontational or aggressive when asking questions.

This is a massive no-no and uncomfortable for everyone involved — maintaining a professional and respectful tone at all times is key.

An open culture of curiosity must be established so that anyone can ask questions in the same space, from the CEO to the intern. 

The return on asking questions is very much worth the effort of doing it. One only needs to remind themselves to do it with intention, consciously and bravely: What’s the worst that could happen?

 

ABOUT THE AUTHOR:

Peachy Pacquing is the Managing Director at Hyper Island Asia Pacific, a creative business school with consulting services to enable individuals and organisations to seize the opportunities created by digital and technological evolution.

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