Leadership Asia

Thoughts about leadership challenges across Asia

Coaching, Questioning, and Learning

Today I had the pleasure of working with a healthcare organization and leading a session on leadership.  I walked away reflecting, in a very single-minded fasion, on the nature of questioning and how we can help our colleagues and clients learn.  Tonight I am thinking one thing–ask a motherhood question and learners will respond with motherhood statements.  If we are coaching or facilitating, we must learn the art of questioning so that we can invite deeper learning.

So what question(s) did I ask that evoked mother statements as a response?  I asked a question that I bet we have all asked at one time or another–what lessons can you take away from today and apply when you get back to the office?  Though well intentioned, I am tonight thinking this is a pretty poor question.  From extremely bright people, this questions evoked responses like “Leaders must walk the talk,” “Leaders must communicate effectively,” and “Leaders must think about the people they are leading.” All true, but extremely general and not at all personalized.  I was not hearing what lessons from today were important to each person and her/his specific job.  Generic statements only.

The problem, I think, lies in the question.  A motherhood question invites people to respond with motherhood statements.  Afterwards, the HR colleague in the room suggested that maybe people could identify lessons by asking them, “after today, what about leadership would you like to: do more of, do less of, not change, and change substantially?“  Not a bad suggestion.  Certainly this question could be modified many ways.

Another idea I had was to ask participants to identify a lesson from today that is personally important to them.  Then, follow up by asking them to relate this to a specific past experience (when they could have applied this knowledge), a present challenge they are currently facing, or a future challenge they are certain is headed their way.  They would need to recount the story, briefly, and connect the lesson explicitly. 

I am also playing with the idea that whatever I ask, perhaps I should give them a printed form for capturing lessons and distribute this form at the start of the session.  This would potentially frame the day and indicate from the outset that they must find something meaningful and make connections before the day’s end.

The one thing I am certain of is that I will not begin the debrief at a small group level.  I want people to reflect and write individually.  Perhaps then they can discuss as a small group after writing individually, but the personal lessons I believe must come first.

I will be giving this much more thought.  But, one thing is certain–I won’t be inviting anymore motherhood statements at the end of my sessions.

3 Comments »

  markwilcox wrote @

I think you have hit on a critical question for people involved in facilitating learning. Its a question of garbage in, garbage out and we sometime ( self included) use what we think is a smart enquiry to be disappointed with the result. I fully agree, to get a focused response, something that has elicited some reflection, we need to craft our questions better.

You’ve made me think – thanks

  communicateasia wrote @

Thank you, Mark. I have been headed in this direction for a while, ever since discovering that case method learning is truly new to many people in Asia. Here, my executive participants often come out of an education system that cast learners into a passive role with exams at the mid-term and end. Now, ten or more years after exiting university, they are being asked to draw upon their life experience, identify parallels, and extract personally significant learning points without ever having any real experience with this type of learning.

I must find a better set of questions to guide them, and a better way of delivering those questions, so that everyone can take away something useful for the day.

The question now is how to do this?

Thank you for sharing. Let’s keep thinking about this.

  Shaun Killian wrote @

Hello Mark

Thanks for your post. It has got me thinking on a tangent about specifity-generalisability of case studies in leadership development.

I note a growing trend in the leadership development literature regarding the use of ‘popular culture’ case studies. The issues in popular culture are more genric than industry or organisation specific case studies, yet the by very nature case studies are more specific than articulating motherhood statements or theories.

Back to the topic – Perhaps asking participants to imagine themselves one week from now and tell a chronological story of what they have done differently. The story genre brings out details that explanatory or descriptive genre do not.

On a final note I have created a non-commercial website for those interested in leadership development – a field I am passionate about and you may wish to have a look http://www.learning-to-lead.org


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