Asking questions as a leadership tool is becoming a hot topic. The power of using questions is not new. It is the basis of the Socratic method of teaching. It became popularized with Peter Senge’s, The Fifth Discipline, as a cornerstone to building a learning organization. A leader’s value is not simply asking any question; it’s knowing when to ask that question and how to frame it.

There are three types of questions: fact-based, relationship-based, and meaning-based. Moving from fact-based questions to questions of meaning can significantly improve the level of communication, understanding, and decision making in an organization.

Take a simple example: Joe is considering buying a new car.

Fact-based question: How much have they quoted you?

Relationship-based question: How does their price compare to Edmund’s “True Market Value” price?

Meaning-based question: Given the state of the economy, your current level of job security, and the price of gas, is now a good time for you to be buying a car?

Meaning-based (and relationship-based to a small extent) questions drive a very different type of conversation. They test assumptions, explore possibilities, and help people tie immediate actions to future results. Meaning-based questions help the organization learn and grow and often lead to better, well-thought out answers.

As a leader, the types of questions you ask will dictate how your people think through problems.

Questions leaders should not ask
While question asking is useful in general, I have found that sometimes leaders use questions as weapons. That is, they use questions that don’t seek to create understanding but rather serve to point out deficiencies in ideas. For example, suppose a manager proposes a new computer system for helping to track customer complaints. Weapons-based questions might be:

• Who is going to pay for this?
• Do you know how long it will take to implement this?
• Who is complaining about the current system?

Note that all of these are fact-based questions (it’s hard to use relationship or meaning questions as weapons). All of these are important items for discussion. The way they are being asked, however, doesn’t allow for discussion. It typically cuts off the discussion.

All three types of questions have a place in your conversations. Asking the right questions can open up dialog, improve communication, and most importantly improve the quality of your decisions.

Tips for asking the right types of questions

• Before stating your question, ask yourself, “Why am I asking this question.” If the answer is that you are trying to make a point, reframe the question. Your questions should help you understand someone else’s point, not make yours.
• When possible, have fact-based questions answered through reports, emails, or pre-reads prior to a meeting. That will enable you to focus on meaning-based questions in the meeting.
  Don’t ask a question for which you already know the answer (unless you are a trial lawyer in court). Rephrase the question so as to solicit other people’s input on the answer.
• When asking a fact or relationship-based question, think about what you plan to do with the answer. Then, reframe your question around that.
• Use words like “relate”, “tie”, “compare”, “impact”, “align”, “goals”, “mean/meaning”, “matter”, “outcomes”, and “priorities” in your questions.