| "Questions drive our communication" | | | | The answer is to ask framing questions. This |
| | | | is when you set parameters for the question |
| Joseph O'Connor and John Seymour | | | | in terms of time, or purpose. For example: |
| | | | |
| Authors of Neuro-linguistic programming | | | | - In two sentences can you explain how you |
| skills for managers trainers and | | | | ensured your team achieved all their goals, |
| communicators | | | | and maintained a high level of job |
| | | | satisfaction? |
| Why ask questions? Questions are asked to: | | | | |
| | | | Now that you have some information about |
| 1. Arouse interest, | | | | their level of knowledge in an area of |
| | | | expertise, you need to ask the candidate to |
| 2. Focus attention | | | | "walk you through" the behaviors they |
| | | | actually undertook to ensure their team |
| 3. Encourage thinking | | | | achieved their goals. It is these behaviors |
| | | | that they are most likely to use again if |
| 4. Assess the level of understanding | | | | employed in your company. Behavioural |
| | | | scientists suggest that 88% of a person's |
| 5. To answer another question? | | | | behaviors are set in place for life, by the |
| | | | time they get to twenty years old. If you can |
| How can I ask a question so that people will | | | | spot a pattern of previously emitted |
| feel like I am on their side? The answer is | | | | behaviors, then unless they are undergoing |
| to ask loaded Questions. This is a question | | | | some significant personal development, they |
| that leads people to a particular conclusion | | | | are very likely to revert to those behaviors. |
| which you hope will ensure they side with | | | | |
| you, (You appeal to common values) for | | | | The deadly impact of the wrong questions is |
| example: | | | | to not be able to predict the future |
| | | | behaviour of the candidate, and whether they |
| - Don't you think all manager's should have | | | | will be successful in your organisation. |
| excellent interpersonal and team working | | | | |
| skills? | | | | "The most serious mistakes are not being made |
| | | | as a result of wrong answers. |
| Okay, they now feel like I am on their side, | | | | |
| how do I get them to focus on the issue? | | | | The truly dangerous thing is asking the wrong |
| | | | question". |