Three Powerful Questions
A gifted manager/leader had a conversation with a direct report who, though recognized as being highly talented, was passed over for a particular project. The manager asked her report three fabulous questions, which I want to share with you in this post. They are:
1. What was it you wanted to learn in that project? How else or where else might you learn that, and how what can I support that? Let’s watch for other opportunities that will get you exposed to this content.
2. Who did you want to get to know through that project? I will keep that in mind and watch for other opportunities for you to work with that person or others with the salient characteristics (the level, position, skillset, discipline, etc that was of interest to you).
3. What did you want that project to lead you to? To the extent that you saw it as a stepping stone to something else, what was that “something else”? I want to understand that so I can watch for other opportunities for you to do that.
From where I sit, these questions are powerful because they acknowledge and validate the direct report’s ambition, drive, and professional agenda. They also let her know that this manager wants to support that professional agenda.
This is in stark contrast to other managers in other environments, who see an individual’s interest in other projects and other people in the organization as “disloyal,” suspicious, and to be nipped in the bud. Not a great way to retain talented people!
Another way these questions reveal strong leadership skill is that they are likely to inspire strong strategic thinking on the part of the direct report, if she is not already thinking that way. These questions ask her to take her own interests, ambition, and curiosity seriously. They ask her to think about projects and people within the organization that can forward her own development.
Further, these questions gave rise to a conversation that let the direct report know (accurately) that her manager sees her development as part of her managerial role. While many managers understand that developing their team is part of their job, not all are comfortable facilitating a conversation at this fine a grain.
Some professionals have an innate understanding of how to navigate their own professional trajectory. They very naturally seek out the relationships and experiences that take them where they want to go. But most people are not such naturals when it comes to navigating their work life.
Most people have to learn to do this. In my experience, this learning typically happens during people’s mid-career years, but of course it can happen at any time. There is no underestimating how much positive impact a great manager can have on someone in this learning curve.
That said . . . it is also the case that professionals and entrepreneurs at any level can and should learn to ask themselves powerful questions like these.
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