The dangerous answer-man
I like to give people answers. Knowledge is power so I wrongly think answers enhance my power and elevate my status.
However, answers get in the way.
For example, in a recent meeting I was asked how to keep a repetitive activity fresh. Rather than turning the question back to the group, I answered. While answering, it became clear to me that I wasn’t bringing out the best in others.
It’s harmful for leaders to assume responsibility for answers.
Four reasons you shouldn’t give answers
Answers end thinking, creativity, and innovation.
Answers shift responsibility to the answer giver.
Answers create what-abouts. When you give an answer there’s an unwritten rule that states, “You are responsibility to answer all what-abouts.”
Answers don’t enhance ownership.
When to give answers
Answer your boss.
Answer to help choose among options that others present.
Answer when personal advice is sought.
Answer after asking questions.
Answer when you are the expert and you don’t want others to gain expertise through their own experience.
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When do you think it’s best to withhold answers? When should you give an answer?
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Leadership Freak
Dan Rockwell
Marshall Goldsmith advises – only give your opinion if you are asked for it, which is great advice. Perhaps an ‘answer’ – even when asked – should only be issued when you truly believe the group or person asking can’t make active headway themselves? Or should we practice a response like “blah blah blah… however that is only my immediate response what are your thoughts on this…?
(For some reason I’m writing this with a smile on my face – anyone know why?!)
Richard,
I’m smiling too but I think its just because you are. 🙂
“making headway themselves” Sometimes people NEED an answer and get frustrated if they don’t get one. I can see if leaders won’t step up when necessary it can discourage others.
Oh heck… lets just go with blah blah blah… and then eat lunch.
Love how your website is growing and reading your blogs.
Dan
Richard’s recent blog is at: http://croadworks.com/about/core-pages/coaching/reality-check-part-1/
Dear Dan,
A very tricky issue that you have thrown open for a debate.
If you are a chairperson in a group meeting then you should prefer to question rather than answer. The four reasons listed by you are more applicable in such a situation. But if you are a participant you need to answer to provide a solution or bring value-addition to the discussion theme. As an individual, one needs to answer for the things that are under his/her purview.
One needs to apply maturity when not to answer. Anything that can hurt/harm someone including the organization interest should be avoided.
Answering just to throw your weight around is again dangerous.
Dr. Asher,
You’ve left a content rich comment. Thanks for explaining the importance of role on determining if we should answer or ask.
Best wishes,
Dan
Asking for their solution is a good comeback if people are asking you for an answer. And ask why at least three times before you give an answer.
Quote of the day: Advice is what we ask for when we already know the answer but wish we didn’t (Erica Jong).
Hans,
Great to see you again. Love the quote. It’s so true.
Best to you,
Dan
Hi, Dan!
This goes smack into the concept of coaching and mentoring. Helping others understand how to express their ideas, and work through a series of possibilities to arrive at the best answer, is a difficult skill to learn. We all take pride in feeling smart (as we should!) and always want to be the “A” student.
Learning to hold back your answers and seek ideas enables divergent thinking. Giving immediate answers to problems is more along the lines of convergent thinking. As you describe above, both are very necessary, but knowing when to apply either is critical.
Thanks!
DM,
I hadn’t thought about the coaching context but I can see how useful it could be to assume a coaching roll in some meetings.
Love the expression “divergent thinking.”
Best Regards,
Dan
Great question.
I would imagine that an appropriate balance of question/answer depends partly on the goal – is the goal simply to transfer information, or is it to help someone grow?
One way I like to think about questioning vs. answering is to compare it to spotting someone who is lifting weights.
My role as a spotter is to be there for encouragement, support, coaching, and (only if absolutely necessary) to do some of the lifting.
I have to remind myself: if I do all the lifting, the weight may go up, but the other person doesn’t grow – it’s only by helping the other person to push the weight up that he/she grows.
I hope by writing this I myself haven’t done too much “answering,” – I surely don’t consider myself to have all the answers! 🙂
Tim,
Not too much answering from my chair. 🙂
The “spotter” illustration is great. It really opens the mind to this idea.
Thank you,
Dan
I hadn’t really thought specifically about it this way Dan, but when in a position to “answer,” I generally give two. Which instead of providing “my” way provides thought and choice. Often more than just two; sometimes pegging me as devil’s advocate. This is in part because I dislike pedestals. To promote teamwork, the team needs to be involved. It’s more important to me to facilitate ideas to be weighed until the group can find one they can unite over than to promote my way. So many folks seem to be searching for the magic pill or the one perfect, “only right way” answer outside of themselves. When the stress is on it’s tempting to turn to someone and say, please, just give me the right answer – tell me what to do. Yet in reality, life isn’t really like that. There is more than one “right” way. It’s also easy to cling to the first answer given without weighing it out and just hang blame on the generator later. Leadership isn’t really about being the designated fall guy.
Julia,
YOu bring another perspective to the discussion. I love that!
I’m looking forward to your future comments.
Best,
Dan
No problem Dan. It’s what I do – ;). Thank YOU for having such a meaty and thought/discussion provoking blog. Not to mention your replies to comments as well. It’s very kind of you, not to mention encouraging.
Blessings,
Julia
Dan,
Here’s a great module for explaining & working with divergent and convergent thinking
http://www.qub.ac.uk/directorates/sgc/learning/Resources/Managingstress/Filetoupload,119297,en.pdf
“DM”
Thank kindly for leaving a great resource for LF readers.
You’re rockin.
REgards,
Dan
HaHa!
I was raised to “go look it up” (remember dictionaries?) and it is very natural for me to not give someone an answer if it’s due to a lack of effort on their part!
Naturally, you are expected to guide your employees to help them find answers – and my favorite “guidance” is “google it!”
Seriously, I do have them research a topic before discounting it as a possible solution – and the Internet is a fabulous tool for that. And this way, too, we all learn from each other, and no one is “one-up” over the other – it’s a great way to eliminate intimidation and bring everyone to the table.
Darcy,
Great technique. You admire effort. Giving an answer after effort has been exerted seems appropriate.
It’s great to hear from you again. Thanks for sharing part of your story.
All the best to you,
Dan
your post brings to mind an interesting variation on this that I have observed in many managers in this government department – providing an answer before it’s even asked for. In other words, disrespecting the capacity of staff to think through a problem and arrive at a solution and not trusting them to be capable of taking into account the various factors at play around providing advice in a political context. BTW, HBR blog post recently quoted a billboard seen in an airport: ‘The new answer is a good question’. You’re in tune with the zietgeist!
Sue,
Thanks for your sharing a useful illustration. I’ve been guilty of answering questions before they were asked. just dumb.
Love the quote you left. “the new answer …. ”
Thanks for adding value to the community.
Best,
Dan
You might be interested to see this article about Vineet Nayar. He says “CEOs behave as if they only care that they have a job, and that’s a disaster for society. If we don’t destroy this whole order of CEO, we are going to build enterprises that constantly create recessions, again and again.” http://www.vineetnayar.com/the-andrew-davidson-interview-sunday-times/
Ben,
Thank you for leaving a resource for the LF community.
You keep adding value.
Best to you,
Dan