Are You Managing Through Statements or Leading Through Questions?
One of the most significant challenges leaders face today is how to move on from industrial-age leadership. Thankfully there is a new school of thought that is starting to emerge.
I came across Michael’s book about a year ago, and knowing that he was one of the coaching industry’s up-and-coming thought leaders, I knew it was a must-read. As expected, it offers the reader good coaching habits to follow – however, I quickly discovered that this book isn’t just for business coaches.
“It’s a subtle distinction, but it’s an important one,” Michael explains. “Coaching often requires formal training; coaching is a profession. In my book, all I want the reader to consider is how to be more ‘coach like’.”
As a coach, I always try to build strong relationships with the people around me, and Michael believes that people in business management should do the same. Of course, with coaching comes the art of giving advice – and according to Michael, we’re all ‘advice-giving maniacs’.
“Everybody loves to give advice, but often, we’re just a little bit too quick to get there. Good coaching behaviour is to be curious for a little bit longer and to rush to action and advice a little bit slower. This behaviour change is much harder than it sounds,” Michael states. “There’s a place for advice, of course, but in my book, I’m simply asking the reader to slow down and ask a few better questions. This way, they’ll find that they have to work less hard when formulating advice, and the person they’re speaking with, will feel more engaged and respected; everybody wins that way.”
This behaviour change that Michael speaks of has never been as crucial as it is now; it’s an extraordinary time in business management.
The early 2000s brought them a new era in business: we moved from the century-old industrial age into the new and exciting digital age. The problem is that many business owners and entrepreneurs today still have an industrial-age way of thinking.
“The old school of thought was very much: here’s a carrot, I’m going to beat you with a stick until you reach it. Or worse still, I’ll beat you with the carrot,” Michael jokes. However, the truth is that this shift into the digital age is serious stuff for the world of people management.
Today’s generation – the millennials – are more educated and self-aware than their predecessors ever were, so they require an entirely different approach to management.
“It’s all about helping the new generation to grow, rather than downloading content to them,” Michael explains. “Knowledge today is becoming increasingly less valuable. With Google and other search engines, knowledge is available with a click of a button and millennials have grown up in this faced-paced learning environment. Our knowledge, wisdom, and advice are now dating immediately, and this is an important shift for every manager to consider.”
Now, it’s a given that to help a person to grow, you have to give them your time – but most business owners would argue that they don’t have the time to provide. So, I asked Michael: how do we, as managers, slow down to grow faster?
“First of all, in my book, I dispel one of the business coaching myths– that it always takes a long time. I want people to realise that it can be fast; you’d be amazed at the progress you can make in just a few minutes if it’s a good focussed conversation,” Michael tells me. “The second thing to understand is that I am not trying to add coaching to what you already do – which would be like pouring water into a full glass; it’s pointless. I’m trying to change what you already do and make it more coach-like.”
Sticking with his glass of water analogy, Michael explains that he wants to change the colour of that water, not add more volume to it.
As a business owner, you may think that your team needs management or sales training – but maybe your team already has the talent; perhaps it’s just you that’s not getting the best out of them.
Are Questions Statements?
Are questions statements? It all depends on how the question is phrased. If a question is posed so that it can be answered with a simple “yes” or “no,” then it functions as a statement. However, if a question is posed in a way that requires more thought or reflection, then it functions more as an inquiry. In either case, questions are an important part of communication and can help to clarify ideas and deepen understanding.
Can Statements be Questions?
Can statements be questions? It all depends on how the statement is phrased. For example, if a statement is followed by a question mark, it is usually considered to be a question. However, if a statement is not followed by a question mark but still sounds like a question, it is called a rhetorical question. Rhetorical questions are often used for dramatic effect or to make a point. They are not typically meant to be answered.
How to Turn Statements Into Questions?
Questions are more powerful than statements. They make people think, react, and ask for clarification. This is especially true in online marketing, where people like questions and answers best. The problem is that sometimes your audience might be unable to answer your question, and you don’t want them to feel frustrated. This is why it’s essential to understand how to turn statements into questions. This is a simple technique, but it can help you successfully get what you want out of your audience.
1. Why are questions more powerful than statements?
It is essential to use the art of questioning. When you ask a question, you put the other person on the spot and make them think about what they have just said. A question is much more powerful than a statement. When you do this, you can get more of the other person’s attention. You can also use a question to get the other person to share more than they would if you were stating something. Questions are a great way to learn more about the other person and to get them to open up more. Questions are also a way to show the other person that you are interested in what they say.
2. Statements into questions
When trying to get the point across, it’s easy to say something in a statement instead of asking a question. Ideas can come across as judgemental or blunt, but if you turn them into questions, they can be more effective and less aggressive. Sometimes the best way to get your point across is to ask a question.
How do you turn statements into questions? There are many ways to turn ideas into questions. The easiest way is to ask the question in the form of a statement. For example, if you want to ask a question about a person’s weight, you can say, “You must be so heavy.” Another way to do it is to use a question word that starts with the same letter. For example, you can say, “You must be so hungry.” It’s also possible to put a question in the middle of a sentence. For example, you can say, “You must be so hungry. What are you hungry for?”
3. How to answer questions
How do you answer questions?
1. If you are asked, you can ask a question.
2. You can ask a question by adding the word “how” at the beginning of your statement.
3. If you have a statement, you can turn it into a question by adding “do you” at the beginning of your statement.
4. You can turn a question into a statement by adding “why” at the beginning of your question.
5. You can turn a few statements into questions by adding “why” at the beginning of each statement.
6. You can turn a complete sentence into a question by asking, “How are you?”
7. You can turn a question into a statement by adding “what” at the beginning of your question.
8. You can turn a question into a statement by asking, “What are you doing?”
9. You can turn a statement into a question by adding “who” at the beginning of your statement.
10. You can turn a question into a statement by adding “who” at the beginning of your question.
11. You can turn a question into
You can make statements into questions by adding an interrogative adverb. Examples: “I am going to the mall.” “I am going to the mall. Where are you going?”
If You Want to be a More Effective Leader, What Are You Going to Change?
It comes down to that behaviour shift Michael mentioned at the start: how do you remain curious for a little bit longer and get to action and advice just a little bit slower?
Rather than throwing information and advice at your team, you could be a much more effective leader by operating in their blind spot and getting an idea of what they’re not doing so that you could then help them to improve their performance.
Michael tells me this is all about habit breaking, a topic covered in the very first chapter of his book.
“What we’re talking about here is shifting the way you behave as a manager and leader; this is done by habit breaking and building. You’ve probably had decades of being rewarded for your current management style; you’ve got some deep-set patterns that will be difficult to break. However, if you don’t understand how to change your habits, it will be tough to change and evolve as a leader.”
If you go to Michael’s website www.thecoachinghabit.com, you can download this book chapter for free.
“Building new habits is one of those meta-skills. If you understand habit building, it can help you change and elevate your game – not just in your business, but in your life.”
If any of this has resonated with you today, head over to boolkah.com and let’s see how we can help you and your managers become more coach-like.
I recommend buying Michael’s book; if you can’t back yourself, who will support you? Buy it and further your knowledge.
How do you answer what your management style is?
Assuming you are asking how to answer what your management style is, there are a few key points to keep in mind. First, management styles vary depending on the type of organisation and its goals. Second, management style is also influenced by the culture of the organisation and the managers themselves. Finally, management styles can be described as either directive or participative.
Directive management styles involve giving clear instructions and setting expectations for employees. This type of style is often seen in hierarchical organisations where there is a transparent chain of command. On the other hand, participative management styles encourage employee input and involvement in decision-making. This type of style is often seen in more collaborative workplaces.
When answering your management style, it is essential to keep these factors in mind and tailor your answer accordingly.
What are the four different management styles?
There are four different management styles that you can use in your business: autocratic, laissez-faire, democratic, and bureaucratic. Each type has its advantages and disadvantages, so you’ll need to choose the one that best suits your company’s needs.
1. Autocratic management is a top-down approach where the manager makes all decisions, and employees are expected to follow orders. This style can be effective when quick decisions need to be made, but it can also lead to frustration and resentment among employees if they feel like their voices aren’t being heard.
2. Laissez-faire management is the opposite of autocratic management; it’s a hands-off approach where the manager gives employees the freedom to make their own decisions. This style will be effective in situations where employees are highly skilled and motivated, but it can also lead to chaos if employees aren’t given clear guidelines.
3. Democratic management is a collaborative approach where managers and employees collaborate to make decisions. This is effective in situations where you want to get input from all team members, but it can also be time-consuming and frustrating if there are disagreements about the best course of action.
4. Bureaucratic management is a formalised approach with strict rules and procedures that everyone needs to follow. This style can be effective in situations where you need to maintain control over many employees, but it can also lead to a lot of red tape and bureaucracy.
What type of management style do you prefer? Sample answer?
I prefer a management style that is both supportive and challenging. I need someone who will listen to my ideas and give me honest feedback, but who will also push me to do better. I want a manager who understands my strengths and weaknesses and can help me grow as a professional.
…and remember, failing to learn is learning to fail.