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A Lot of an executive's workday is spent Asking others for advice --requesting status updates from a team leader, by way of
example, or questioning a counterpart at a tense negotiation. Yet unlike professionals like litigators, journalists, and doctors,
that are taught how to ask questions as an essential part of their instruction, few executives consider questioning as a skill
that can be honed--or believe the way their own answers to questions could make conversations more productive.
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That's a missed opportunity. Questioning is A uniquely powerful tool for unlocking value in associations: It spurs learning and
also the exchange of ideas, it fuels innovation and performance improvement, it builds awareness and trust among staff members.
Plus it may mitigate business risk by uncovering unforeseen pitfalls and dangers.
For some folks, questioning comes easily. Their natural inquisitiveness, emotional intelligence, and ability to read people put
the perfect query on the tip of their tongue. But most of us do not ask enough questions, nor do we pose our queries in an optimal
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The Great news is that by asking questions, We naturally enhance our emotional intelligence, which in turn causes us better
questioners--a virtuous cycle. In this guide, we draw insights from behavioral science research to research how the way we frame
questions and decide to answer our counterparts can help determine the results of talks. We provide advice for choosing the ideal
kind, tone, arrangement, and framing of questions and for determining what and how much information to share to reap the most
benefit from our interactions, not only for ourselves but also for our organizations.
Do not Ask, Do Not Get
"Be a good listener," Dale Carnegie informed in his 1936 classic How to Win Friends and Influence People. Other man will enjoy
replying." More than 80 Decades later, most people still Fail to heed Carnegie's sage advice. When one of us (Alison) began
studying Discussions at Harvard Business School several years ago, she quickly arrived At a foundational insight: People do not
ask enough questions. In Reality, one of The most common complaints people make after having a dialog, such as an Interview, a
first date, or a job interview, is"I need [s/he] had asked me more Questions" and"I can't believe [s/he] did not ask me any