programme, STAR®
Manager,
which has been launched in 15 countries including the UK, USA, Canada, Dubai, South Africa, Hong Kong, Japan, India, Croatia, Czech Republic, Spain, Portugal, Italy, Finland and the Netherlands. The company has an office in Shanghai and provides coaching in multiple languages across Asia and Europe.
HOW ASKING THE RIGHT QUESTIONS CAN EMPOWER YOUR TEAM She
from a ‘command and control’ culture, that can be a lightbulb moment,” she says. “As a manager, it
performing,
is fantastic to have a high engaged team who
come up with solutions not with problems and are
capable of
doing higher value work. We are so stressed and overwhelmed as managers and we are working so hard at
the moment. That one says that to be really
transformational in your role and demonstrate your talent, you need to learn and instil an enquiry-led approach into your everyday life and work. “The one key skill to develop
over all others is the ability to ask powerful questions for the benefit of those we are talking to and actively listening to their answers,” she says. “This not only strengthens working relationships, but up
it ideas, creativity,
engagement, the
performance. In doing so, you create
space to
productivity and support,
challenge and grow the capabilities of those around you. This results in colleagues that are more engaged, recognised and rewarded.” When working with large
organisations, she has found that this fosters competency and confidence in teams. In turn, managers have up to 20% more time to concentrate on their key tasks and strategic responsibilities because they do not have to be the sole problem solver in the team. “When people learn to move
shift in your behaviour can unlock so much potential, so makes your life so much easier and it is a skill worth learning.” Regardless of where your skills
lie, learning how to retrain your brain so that it is permanently on alert to incorporate more powerful questions can impact engagement at
individual level as individuals take ownership. In turn, this drives capability and productivity. “The goal isn’t to become more
also opens innovation,
skilled at asking difficult questions, it’s about reading the conversation and the person, and then selecting the type of question that will serve them best in the moment,” she says. She is reluctant
to stereotype
gender attitudes to management, having worked with a huge variety of managers. “There
are plenty of strong
opinionated females who can have a very direct command and control approach, and there are plenty of male leaders who can have a fantastic inquiry-led approach and can be very inclusive and open in their style,” she says. “Every race, gender, age and level of management can learn this skill and change the way we all communicate.”
“ THE ONE KEY SKILL TO DEVELOP OVER ALL OTHERS IS THE ABILITY TO ASK POWERFUL QUESTIONS FOR THE BENEFIT OF THOSE WE ARE TALKING TO AND ACTIVELY LISTENING TO THEIR ANSWERS.”
25
both the organisational and
THINK WOMEN
GLOBAL LEADERSHIP
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