I asked three of the best question-askers, “What helps leaders ask great questions?”
The second most important behavior of leadership is asking questions. The first is being honest.
Don’t worry if you aren’t the smartest person in the room; be honest and ask questions.
Curiosity sees more than congealed brilliance.
Coaching is harder when the coach is the boss. Open listening, courageous honesty, and not fixing are rare in conversations when one person has organizational authority.
Frameworks provide clarity, consistency, and confidence in coaching relationships. Use four questions that align with the GROW model.
The most important thing you manage is your energy. Multiply energy gains by subtracting these unexpected energy drains.
Stop needing to be right. Know-it-alls feel drained by “idiots.”
Your exhausted when you think you’re surrounded by fools.
Acknowledge constant improvement means everything is always imperfect.
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The more power you have, the more lies you hear.
People agree when you state your opinion. They smile when they’re upset with you. When you ask how things are going, they say, “Great.”
Here are 4 practical ways to be worthy of hearing the truth.
Prolonged stress shortens our lives. Every time we loiter over stressful issues, we ruin our health and shorten our lives. Yet we multiply stress by putting things off.
Lower stress quickly with action. Don’t say, “I need more misery,” before you grapple with a decision that’s stealing your peace of mind.
Leading feelings begins with setting intentions. How will people feel after their one-on-one with you? Focus on two areas. How will they feel about themselves and their work?
You can’t make people feel something.
Leading feelings require influence, not coercion.
