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Leading with Questions: How Leaders Find the Right Solutions By Knowing What To Ask By Michael J. Marquardt ( Jossey-Bass )
Release Date: 2005-09-08
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Product Description
In Leading with Questions, internationally acclaimed management consultant Michael Marquardt shows how you can learn to ask the powerful questions that will generate short-term results and long-term learning and success. Throughout the book, he demonstrates how effective leaders use questions to encourage participation and teamwork, foster outside-the-box thinking, empower others, build relationships with customers, solve problems, and much more. Based on interviews with twenty-two successful leaders who “lead with questions,” this important book reveals how to determine which questions will lead to solutions in today’s complicated business world.
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 tedious and somewhat banal discussion ( glodphlex )
Leading With Questions is an "opener" sort of book. The value in a work of this nature is perhaps in getting a general discussion of question thinking vs. answer thinking off the ground. One might consider it as an introductory text for MBA, communications, or negotiation studies. Marquardt basically sets forth his thesis then ploddingly exapands on the obvious or near obvious while the reader searches for a nugget of insight here and there. Does that make it a superfluous book ? No, because we are culturally so deficient in this mode of thinking that the idea of shifting to question expertise versus the appearance of having all the answers does constitute an important perspective reversal. For some, this may come as a revelation. For others already versed in questioning skills, such as legal professionals or therapists, this will be a needless restatement of well understood techniques.
Marquardt often pads his work by using the same passages of quotation over again at multiple points in the discussion, and he offers no suprising real world scenes of questions in action.
The book generally sounds as if a pile of lecture notes and broadly valid observations taken at some distance from the furnace of real action were cobbled together into a kind of doughy handbook of not such bad ideas.
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 Leading with Questions . . . . . . .
It was a birthday gift for a son and he was very pleased with the book
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LEading with Questions
The concept is excellent. Necessary for anyone in management. The book itself moves slowly and can be repetetive though. Can skip chapters 1 & 2 if you are already sold on the effectiveness of the product and want to jump right into the meat of the concept.
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Don't fear questions
The author contends that we must use questions as a way to learn, and we must not fear questions that come to us. If we really seek to make the best possible decisions given time constraints and lack of information, then we must use questions to discern the reality of a key issue. Furthermore, we must ask questions in a non-threatening manner. For those on the receiving end of a question, stop becoming defensive is another key message from the author. There is one aspect of the book that is not correct: don't ask "why" questions as the author promotes. Rather, one should ask for additional information: "help me understand what happened when..., please clarify what is meant by..., etc." When we ask "why" questions, we immediately prompt defensive behaviors. Questions are critical to understanding, and this author provides some valuable tips on asking questions, except for the use of "why" questions.
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You can't obtain the right answers unless you ask the right questions. ( mach1936 )
In several of my most recent reviews, I have quoted an observation of Peter Drucker's from an article he wrote for the Harvard Business Review (in 1963) and it seems especially relevant to Michael Marquardt's most recently published book, Leading with Questions: "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." This is a common mistake, one that can be avoided if the right questions are always asked. Marquardt himself offers an excellent case in point. Before interviewing twenty-two specific leaders around the world, he formulated these five questions:
"When did you start using questions and why?"
"What are some of the ways you have used questions?"
"What questions have been most effective?"
"What has been the impact of leading through questions on (a) your organization and (b) you as a leader?"
"How has the use of questions changed you as a leader?"
The responses that Marquardt accumulated provide the substance of this book. After completing a rigorous analysis of them, he shares a number of important lessons that will help each reader to master what Marquardt correctly characterizes as "an underused management tool." I presume to add that this "tool" should be used by everyone at all levels and in all areas of operation within any organization, whatever its size or nature may be.
Marquardt carefully organizes his material within three Parts. First, he explains why questions can be so powerful for individuals and organizations. In Part Two, he offers practical guidance on selecting the right questions and then asking them effectively. In the final part, he presents a number of guidelines which suggest how leaders can use questions to achieve specific results for individuals, teams, and organizations. Resource consists of "Training Programs for Questioning Leaders"; in Resource B, Marquardt provides brief biographies of the aforementioned twenty-two leaders interviewed.
Of special interest to me is the material in Chapter 6 in which Marquardt explains how to create a "questioning culture." As clearly indicated in two of his previous books, Action Learning in Action and Optimizing the Power of Action Learning, Marquardt is both a visionary and a pragmatist: He is ever alert for opportunities to increase learning while achieving results, and, he fully understands the nature and extent of various barriers to doing that. Therefore, the information and (more importantly) the counsel he provides with regard to creating a questioning culture immediately focuses on asking the right questions to obtain the information needed, on collaborative interrogation, on capturing and then sharing what is learned, on nurturing innovation through effective use of questions, and on ensuring - meanwhile - that everyone involved has a sense of urgency. With regard to the last point, he observes that effective leaders can demonstrate a sense of purpose "by taking prompt action as issues emerge and by pushing for closure and results. [They] gather and share information while ideas are evolving." They also make certain that others do so.
Near the end of this chapter, Marquardt makes an especially important point at a time when so many of those who deliver unpleasant "messages" are either discouraged or, worse yet, punished: "All companies can strengthen their cultures by making them question-friendly. Leaders must model the way, promote values that support inquiry, ensure a safe environment that permits challenging the status quo, find opportunities to ask questions, reward questioners, and make training available when needed." Otherwise, an organization's culture will become and then remain hostage to what Jim O'Toole characterizes as "the ideology of comfort and the tyranny of custom."
The most effective leaders ask the right questions and help those for whom they are responsible to do so, also. Over time, both the questions and the answers will inevitably change but the process of interrogation which Marquardt so skillfully explains will continue to ensure that the new questions will also be the ones which must be asked, so that the answers to them will then guide and inform whatever initiatives may be necessary. With all due respect to Marquardt's earlier works, I think the material provided in Leading with Questions will have the greatest value and the widest impact.
Those who share my high regard for this brilliant book are urged to check out Marquardt's aforementioned works as well as David Maister's Practice What You Preach, Michael Ray's The Highest Goal, Jim O'Toole's Leading Change, Bill George's Authentic Leadership, Ronald Heitetz's Leadership on the Line, and Michael Hammer's The Agenda.
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Addiction
