Recently as I was flying across the country, I was caught in that space and time when passengers are asked to power off their devices. Going for even a few minutes without something to read seemed unthinkable, so I reached for the airline magazine in the pocket in front of me. It fell open to an article about questioning. Considering that I’ve long been fascinated with and oftentimes mystified by the role of questioning in conversations, it felt as if a gift had fallen into my lap.

The article was written by Warren Berger author of A More Beautiful Question: The Power of Inquiry to Spark Breakthrough Ideas. Berger highlighted a few true stories from his book about innovators and leaders who made other’s lives richer and oftentimes easier because they dared to ask not one but a series of powerful questions which inspired an amazing discovery, a noteworthy design, or a breakthrough idea. Effective leaders and innovators ask one question after another until arriving at the desired goal. However, it was the questions that Berger himself asks that I find thought provoking.

Berger’s questions include ones that reflect on our reluctance to keep alive the very act of asking powerful questions. His queries range from “What causes a four-year-old to ask fewer questions at five and even fewer at six?” to “How can we develop and improve our ability to question?” He also wonders what causes some of us to keep questioning while others stop. One of his most thought-provoking questions is, “If we look at the questioners versus non-questioners, who seems to be coming out ahead?”

Berger shares that there is no formula for forming “the big, beautiful question.” Rather he believes that it is more helpful for questioning to follow a process that often begins with one stepping back and seeing things differently and ends with taking action on a particular question. He further says that the best innovators and leaders are comfortable with not having the answer right away because they are focused on getting to the next question, such as: “If not this, then what?”

Being willing to question is one thing; questioning well is another. Berger shares that not all questions have the same positive effects. Of great importance is the tone of our questions. Rather than focusing on “Oh no, what are we going to do?” coach leaders are more likely to ask, “What if this change represents an opportunity for us?” “How might we make the most of this situation?” Questions of the second type with a more positive tone will tend to move toward solution focus and ultimately yield better answers. Organizations gravitate toward the questions leaders within that organization ask. If leaders ask questions that focus more on the problem – “Why are we falling behind in performance?” – then the organization is more likely to demonstrate a culture of turf-guarding and finger-pointing.

In the final analysis Berger suggests that we can develop and improve our ability to question. Knowing how to question begins with defining the big beautiful question. In his words, “A beautiful question is an ambitious yet actionable question that can begin to shift the way we perceive or think about something-and that might serve as a catalyst to bring about change.” The focus is on questions that can be acted upon, questions that can lead to tangible results and change. Among these are: “What is the fresh idea that will help our organization move forward?” “What will happen if we approach leadership and leading in a different way?”

By Reba Schumacher, PCC