The Power of Questions
Over 85 years ago, Dale Carnegie emphasized the power of questions in his classic book, How to Win Friends and Influence People, advising: “Ask questions that others will enjoy answering.” His insights highlight the importance of mastering strategic questioning, especially in leadership. Understanding that the effective use of questions is crucial for connecting with and influencing others—particularly those who are different from us—we recognize that asking questions adds more value to a conversation than merely obtaining an answer. When open-ended questions are posed thoughtfully and with genuine interest, they contribute to healthier relationships. The act of sharing through thoughtful questions, coupled with open and sincere dialogue, builds trust and strengthens connections over time. This one skill can be transformative when addressing diversity and inclusion within our organization.
“The important thing is not to stop questioning. Curiosity has its own reason for existing.”
Self-Assessment:
Supporting Inclusion -
The Power of Questions
Please take a few moments to contemplate the following self-reflection questions. Where can you identify opportunities for personal growth in your leadership approach?
1. How often do I intentionally ask questions to understand perspectives that differ from my own?
2. When I ask questions, do I consider how cultural, social, or personal backgrounds might influence the responses?
3. Am I mindful of how the questions I ask might privilege certain voices over others?
4. How often do I use questions to identify and address potential barriers to equity within my team or organization?
5. Do the questions I ask help to build trust and deeper connections with individuals from diverse backgrounds?
6. How do I ensure that my questions encourage collaboration rather than division?
7. Do I regularly reflect on whether my questions are free from bias or assumptions about certain groups?
8. Do I seek feedback on how my questions are perceived by others, especially those from underrepresented groups?
Remember, this self-assessment is just a starting point for understanding your knowledge of asking questions as a leader. It's essential to reflect on your responses and actively work on areas where improvement is needed. Additionally, seeking feedback from others and working with your ECFL Leadership Coach can provide valuable insights into your emotional intelligence strengths and weaknesses.
In Good Leaders Ask Great Questions, John Maxwell states that asking questions is critical for leaders seeking to strengthen their connections with those they want to influence and lead. He emphasizes that asking questions is a powerful tool for cultivating humility; generating better ideas; gaining new perspectives; challenging our mindset; engaging in conversation; and connecting with others in a variety of ways.
Here are some of the benefits of asking intentional questions to build connections and address challenges related to diversity, equity, and inclusion within an organization, ensuring that every employee is valued, regardless of their differences:
Questions help us identify blind spots. Leaders may not always be cognizant of their own biases or fully grasp the experiences of diverse team members. By asking thoughtful, open-ended questions, leaders can uncover gaps in their understanding of diversity, equity, and inclusion issues. Questions such as, "What barriers are you experiencing?" or "How can we better support you?" encourage team members to share their experiences and challenges.
Questions help facilitate open dialogue. Conversations about diversity, equity, and inclusion can be sensitive and uncomfortable, leading to silence or misunderstandings. Posing questions that show genuine curiosity and empathy, such as "How do you feel about our current diversity, equity, and inclusion initiatives?" or "What changes would you like to see in our approach?" can create a safe space for open and honest dialogue. This helps to break down barriers and encourages diverse voices to be heard.
Questions help to encourage inclusive decision-making. Decisions that don't consider diverse perspectives can inadvertently perpetuate inequity. Leaders can use questions to ensure inclusivity in decision-making processes. For example, asking "Whose voices are we missing in this discussion?" or "How will this decision impact different groups within our team?" ensures that diverse perspectives are considered, leading to more equitable outcomes.
Questions help to build trust in relationships. Without trust, team members may be reluctant to engage fully or share their true thoughts and feelings. By asking questions that demonstrate respect and interest in individual experiences, leaders can build stronger relationships. Questions like "Can you share more about how this impacts you?" or "What can I do to support you better?" show a commitment to understanding and valuing each team member, which builds trust.
Questions can help address and prevent conflict. Diversity-related issues can sometimes lead to misunderstandings or conflicts within teams. Leaders can use questions to explore the root causes of conflict and facilitate resolution. Asking "What are the underlying concerns here?" or "How can we work together to find a solution that respects everyone's needs?" helps to surface issues early and constructively address them.
“The right question is usually more important than the right answer.”
It’s important to recognize that not everyone may feel comfortable answering certain questions, particularly those that might touch on sensitive personal experiences. Leaders should be mindful not to pressure anyone into responding if they are uncomfortable; respecting these boundaries is vital for maintaining trust and avoiding placing an undue burden on any team member. The goal should be to create an environment where employees feel safe and encouraged to share voluntarily. By strategically using questions, leaders can navigate challenges more effectively, fostering a more inclusive, equitable, and diverse work environment.
Take a few minutes and read the story of Big Bang Corp and its journey towards greater inclusivity.
The Turning Point for Big Bang Corp
Big Bang Corp was a thriving technology company known for its innovative products and rapid growth. However, beneath the surface, the company struggled with a lack of diversity and inclusivity in its workplace. The leadership team, led by CEO Leonard Hofstadter, was composed mainly of individuals from similar backgrounds, and despite the company’s outward success, there was a growing sense of unease among the employees.
One day, Leonard received an anonymous letter from an employee. The letter expressed concern about the lack of diverse voices in decision-making processes and highlighted how this was affecting the company’s culture and innovation. The letter read:
Dear Leonard,
Big Bang Corp has been a great place to work, but I fear that our potential is being limited by the absence of diverse perspectives. I’ve noticed that many ideas from employees who don’t fit the mold of our leadership go unheard. This isn’t just about race or gender; it’s about different ways of thinking, different experiences, and different voices. If we want to continue growing and innovating, we need to start by being more inclusive. We need leaders who listen to everyone, not just those who are like them.
Thank you for listening.
Sincerely, An Employee Who Cares
Leonard was taken aback by the letter. He had always considered himself a fair and open-minded leader, but this letter made him realize that he might have been overlooking something crucial. He decided it was time to take a closer look at the company’s culture and his personal leadership style.
The Change Begins
Leonard began by holding a series of listening sessions with employees at all levels of the company. He encouraged them to share their experiences, frustrations, and ideas for making Big Bang Corp a more inclusive place to work. What he heard was eye-opening: many employees felt that their voices were not valued, and some even felt marginalized because they didn’t fit the “typical” Big Bang Corp mold.
One of the most impactful stories came from Penny, a mid-level engineer who had been with the company for five years. Penny shared that she often felt hesitant to speak up in meetings because her ideas were frequently dismissed or ignored. As a first-generation immigrant with a different perspective on problem-solving, she felt that her approach was not valued. She expressed how demoralizing it was to watch her ideas go unheard while those from her colleagues with more traditional backgrounds were readily accepted.
This struck a chord with Leonard. He realized that by not actively including diverse voices, he was not only stifling innovation but also harming the morale and productivity of his team.
Taking Action
Determined to make a change, Leonard and his leadership team took several steps to foster a more inclusive environment. They started by diversifying the leadership team itself, bringing in leaders from various backgrounds who could offer new perspectives. They also implemented policies to ensure that all voices were heard in meetings, such as structured rounds where each person was encouraged to contribute their ideas.
Leonard also introduced a mentorship program aimed at supporting underrepresented groups within the company. This program paired senior leaders with employees from diverse backgrounds to help them navigate their careers at Big Bang Corp and ensure they had the support needed to grow.
Additionally, the company began offering Diversity, Equity, and Inclusion training for all employees, focusing on unconscious bias and the importance of inclusivity in driving innovation and success.
The Impact
The changes didn’t happen overnight, but slowly, the culture at Big Bang Corp began to shift. Employees like Penny started to feel more valued and empowered to share their ideas. Meetings became more dynamic and creative, with a wider range of perspectives contributing to problem-solving and decision-making.
One year later, Big Bang Corp launched a groundbreaking product that disrupted the industry. This product had been the brainchild of a diverse team that had been empowered by the new, inclusive culture at the company. The product’s success was a testament to the power of inclusivity in fostering innovation.
Leonard reflected on the journey and realized that being an inclusive leader wasn’t just about doing the right thing; it was about unlocking the full potential of his team and driving the company forward. The letter he had received had been the catalyst for change, and Big Bang Corp was now stronger, more innovative, and more united than ever before.
Conclusion
The story of Big Bang Corp is a reminder of the importance of inclusivity in the workplace. By listening to and valuing diverse perspectives, leaders can create a more dynamic, innovative, and successful organization. Leonard’s journey shows that inclusivity isn’t just a moral imperative; it’s a business necessity that can lead to greater achievements for both the company and its people. This story illustrates how inclusivity can transform a workplace, leading to better morale, enhanced creativity, and ultimately, greater success.
Take a few minutes to reflect on these questions:
What were the key turning points in Leonard’s journey towards becoming a more inclusive leader?
How did the initial lack of inclusivity impact the morale and innovation at Big Bang Corp?
What role did employee feedback play in initiating change at Big Bang Corp?
As a leader, how do you identify when your team’s diverse voices are not being heard?
What steps can you take to ensure you are not unintentionally dismissing ideas from underrepresented team members?
What are some practical ways to create an environment where all employees feel safe to share their ideas?
How can you ensure accountability at all levels of the organization for maintaining and promoting inclusivity?
How do you personally ensure that your leadership style is inclusive?
What steps can you take to actively listen to and amplify the voices of underrepresented employees in your organization?
“You start a question, and it’s like starting a stone. You sit quietly on the top of a hill; and away the stone goes, starting others...”
Starting conversations around diversity, equity, and inclusion can be extremely daunting, but as a leader, these conversations are necessary if you want to grow your organization’s culture. How do you get started? Be intentional and use questions instead of making assumptions about those you work with and lead. Most of the questions we ask focus on status updates and project timelines, so we need to shift this common practice and use questions strategically to connect with others, creating a culture of inclusion.
Here are some reminders to guide you in having meaningful and constructive discussions to help create an inclusive environment.
Create a Safe Space: Before asking questions and starting conversations, it’s critical that your employees know that your organization is a safe space for them. They should know that meetings and one-on-one conversations with you are safe spaces where they can talk about themselves as whole individuals. They should feel valued by you as people, not just employees.
Acknowledge That You May Get Things Wrong: Embrace vulnerability by asking thoughtful questions that encourage open dialogue and invite meaningful conversations. You might not always ask the right question or have the perfect understanding of what someone is going through, and that is OK. Cultivate an openness so that people feel comfortable telling you when you get things wrong, allowing you to learn from their feedback.
Make It a Part of Everyday Conversation: Discussions around inclusion and diversity shouldn’t be a one-and-done thing that happens once a year. Instead, try infusing these topics into everyday conversation. Keep that dialogue ongoing rather than checking it off a to-do list and never bringing it up again.
Avoid YES or NO Questions: When having conversations around these topics, try to make your questions as open-ended as possible, and avoid yes/no questions. Your goal isn’t to get exact answers, it’s to start a dialogue that will lead to a deeper understanding for you and your team. Consider the following questions and statements to encourage conversation:
Clarification question: “I believe this…what am I missing?”
Strengths-based question: “The news is hard right now, what’s keeping you going? How can I help?”
Affirmations: “Thank you for bringing this up.”
Use Questions to Discuss Problems: Bullying, racial slurs, threats, or violence cannot be tolerated in the workplace. But if you do notice a microaggression that may not warrant punishment but is unacceptable, asking questions can be a good way to come to an understanding with your employees about what’s acceptable and what isn’t. Here is one example:
When a person makes some kind of gender or racial stereotype, try to repeat back to them what they said, then ask them to explain what they meant by it. It’s uncomfortable, but often, that process begins a larger conversation and helps people come to a better understanding of why certain stereotypes are harmful.
Be Careful of Tokenism: Avoid the practice of making superficial or symbolic efforts to include members of underrepresented groups without providing them with real power, influence, or opportunity. Tokenism can occur when an organization or leader attempts to appear diverse or inclusive by including a small number of people from marginalized groups, but without making meaningful changes that support their full participation or address systemic issues. Those who are tokenized often feel isolated and undervalued and may experience additional pressure to represent their entire group. They may also face skepticism about whether they were chosen for their merits or merely to fulfill a diversity quota.
How to Avoid Tokenism:
Commit to Genuine Inclusion: Ensure that diversity efforts go beyond superficial representation and include meaningful involvement in decision-making processes, equitable opportunities for growth, and an inclusive culture that values all voices.
Diversify Across All Levels: Aim for diversity at all levels of the organization, including leadership and decision-making roles, rather than just entry-level or visible positions.
Focus on Culture: Foster an organizational culture that genuinely values and supports diverse perspectives, rather than simply aiming to check a diversity box.
Listen and Act: Regularly solicit feedback from employees, especially those from underrepresented groups, and act on their input to address barriers to true inclusion.
Measure Impact: Evaluate the effectiveness of inclusion efforts by looking at outcomes, such as employee satisfaction, retention rates, and the representation of diverse groups in leadership roles, rather than just numerical diversity.
By being mindful of tokenism and working to ensure that diversity efforts are meaningful and substantive, you can create a more genuinely inclusive and equitable workplace.
Microaggressions can be verbal or nonverbal, intentional or unintentional, and can include insults, comments, or gestures. They can be rooted in implicit bias, which are attitudes and beliefs that exist outside of our conscious awareness and control.
While having conversations around gender stereotypes and systemic racism is extremely important, leaders also need to be proactive and take the time to ask themselves questions about diversity, equity, and inclusion topics.
Checklist:
Are there obvious indicators that diversity, equity, and inclusion are a priority at all levels of leadership?
Are leaders visibly and actively committed to initiatives related to diversity, equity, and inclusion of all?
Do our leaders model inclusive behavior in everyday practices?
Are our job postings accessible and appealing to a diverse audience?
Do we use diverse hiring panels?
Are we intentional about addressing potential biases in the hiring process?
Do employees from diverse backgrounds feel valued and included?
How do we celebrate and acknowledge cultural diversity within the workplace?
Are there safe spaces for open dialogue about diversity within our organization?
Are promotion criteria transparent and fair?
How do we ensure that qualified underrepresented groups are not overlooked for advancement?
Do employees have the resources they need to thrive?
Are mental health and wellness resources inclusive of diverse needs?
Are our communication materials accessible to all employees (e.g., language, disability considerations)?
How do we ensure that communication is respectful of cultural differences?
Do we regularly measure and report on diversity, equity, and inclusion metrics (e.g., diversity of staff, pay equity)?
Do we have anonymous channels for employees to report concerns?
By regularly asking these questions, you can ensure that your workplace remains committed to diversity, equity, and inclusion, continuously improving in this crucial area.
Elevate your understanding of asking powerful questions by taking flight with the following resources. Use this opportunity to navigate, uncover, and expand the horizons of your leadership influence.
Getting Over Your Fear of Talking About Diversity
Harvard Business Review
40+ Diversity and Inclusion Questions to Connect Better with Your Team
How to Address Equity, Diversity, and Inclusion Issues in a Contemporary Workplace
DeEtta Jones (3:01)
How to Ask Good Questions - A Guideline to Better Conversations
Dr. Grace Lee (15:12)