There is an abundance of answers out there, AI-generated or otherwise. What there isn’t enough of is focus on the immense value of asking the right questions before seeking answers.
As students we stifled laughter when our good professor of statistical consulting stressed the importance of steps to be taken before embarking into data analysis, and asking the right questions was the very first one. We were just too eager to get to the exciting part of writing code and building models. Later on in my career it quickly became apparent that correct problem formulation, whether it’s a business or a scientific problem, can make the difference between life and death for your budget, project, and ultimately your business.
The wrong questions come with a risk
Mastery in asking questions can prove invaluable in various settings. Whichever hat I wear, as a research consultant, a business director, a hiring manager, a team leader or a mentor, asking the right questions always proves far more useful than rushing to provide the right answers - to the wrong questions.
The right questions are, for example, key if you want to commission user research to understand your target audience. Getting highly accurate data and detailed answers to the wrong questions is not just a complete waste of time and budget, but poses a serious risk as it may lead you to suboptimal business decisions. If, instead, you focus on the accuracy of your initial questions, even a ‘rough’ (although not wrong!) answer is bound to take you closer to achieving your goals.
Failing to ask the right questions as a hiring manager also, obviously, entails business risks. Hiring and training new recruits is a non-trivial investment, and to maximise returns it’s crucial to secure the right talent fit for the job. When building data science teams, for example, focusing solely on specific technical skills can lead you astray.
As a leader, truly understanding your team’s thought process and motivations, as well as uncovering underlying issues of all kinds, can have a big impact on team outcomes and goal achievement. Probing in an empathetic way to get to these is crucial.
Truth is subjective
At this point, asking “What makes a question ‘right’?” would be a very good move on your part!
“Right” is the question that helps ensure that you and your colleagues have aligned goals, and what you’re about to invest in serves those goals. If you’re thinking complicated, OKR-related or sales targets oriented questions think again. Interacting with senior executives across various organisations I have repeatedly found that these are, typically, the simplest of questions that nobody thought to ask. In many cases they have to do with the very definition of the business or its target audience.
Hard to believe? Here’s a couple of examples:
The seasoned directors of the credit card unit of a bank had several heated discussions after a simple question was posed to them: "How do you define a credit card?". To some a credit card began its existence when an application was approved, according to others the linked account should be opened first, others insisted that the physical card must have been issued or activated, and several variations of these definitions were heard too. Luckily, virtual cards didn’t exist at the time!
In the tech world, in several instances stakeholders who had commissioned projects to size and/or profile their audiences unexpectedly found themselves spending a few hours at project kick off discussing how to define their target audience or even the brand they wished to measure awareness of.
These examples may sound far-fetched but are, in fact, common. As many highly-competent senior executives have discovered, when one starts digging into possible answers of seemingly basic questions, one discovers that truth is subjective. For the success of any endeavour it is key that all stakeholders are of the same opinion as to what the objective truth is.
How to think vs. what to think
As a consultant, team leader, mentor, and even as a parent, I strongly believe in supporting individuals in their thought process, guiding them on how to think rather than telling them what to think.
Helping others find their own way rather than imposing your own opinion is beneficial to both parties involved. When your clients, team members, or mentees discover their happy place through your guidance they're likely to return for more, which in turn will make you happy too. Facilitating self-discovery is key for that to happen, and asking pertinent questions enhances your ability to guide effectively.
This mapping, discovery and definition journey is also beneficial for your professional and personal evolution. I have consistently found, with all the teams that I have built, that I get very valuable comments from my direct reports that help me improve. The recipe for honest actionable feedback has three key ingredients: Trust, team care, and effective communication. One crucial tool in building all three is asking the essential questions and listening carefully and empathically to the answers.
Flipping the perspective
Even if you’re not a team leader, a consultant, or a mentor, the art of asking questions is still one you will surely benefit from.
If you’re sitting at the opposite side of the desk as a candidate rather than a hiring manager, it still pays to know how to ask good questions. In my 20+ years of hiring, I always get significant insight about a candidate’s mindset from the questions they ask me, and I value to-the-point questions higher than thorough knowledge of an area of expertise. The reason is simple: An inquisitive mind will surely progress and find answers, and they will always keep up with advancements, which is particularly important in a technical field. On the contrary, someone who has not gone beyond accumulating the required knowledge runs the risk of stagnating and becoming obsolete, and as such is not a good fit irrespective of the role or level of seniority.
Similarly, if you are investing in mentorship sessions it will help if you have some idea of the questions you need answered by your mentor. Making a list ahead of time will help both of you to make the most out of your meeting, whether that’s about setting priorities and laying out personal and professional growth plans, or about searching for suitable jobs and preparing for an interview.
Be creative with your answers
As a closing note, the value of succinct and resourceful answers is not to be underestimated. It’s just that they are the most valuable when given to apt questions.
Several years ago, when hiring for a data analyst position, I had devised a technical skills assignment that among other things tested for SQL knowledge. One after the other most candidates failed it and the process of finding the perfect fit for my team was proving frustratingly long. Exasperated, at one interview I simply asked the candidate if they had any knowledge of SQL. The candidate shrugged and responded: “No, but I will figure it out using the help menu” (Noting that Q&A sites did not exist at the time). I hired that candidate immediately. They proved an invaluable team member, and soon progressed into a well-deserved managerial role.
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