| Asking questions is essentially the way that we can | | | | long-winded and inefficient way of gathering |
| help the people we coach to find their own solutions in | | | | information. |
| their own way. Asking a question honours the other | | | | When you used open questions you probably realist |
| person's knowledge and experience whereas giving an | | | | that you could get to the heart of the matter simply by |
| instruction ignores them. A probing question is simply | | | | asking: "What did you have for breakfast?" |
| one that gets to the heart of the matter, and with this | | | | Using open questions we can start a coaching |
| in mind we are better off asking 'open' rather than | | | | conversation with a very broad enquiry like "How're |
| 'closed' questions. | | | | things?" and then go deeper and deeper as the |
| An open question will start with How, When, Who, | | | | conversation progresses, so that we end up with |
| What and such like. and encourages the person | | | | questions like "How often each day would you find |
| responding to think carefully and to give a full reply. | | | | yourself being snappy with customers?" or "Exactly |
| A closed question, on the other hand, will tend to begin | | | | how much time is required to complete this task?" |
| with Did you, Can you, Will you etc. and usually gets a | | | | You might like to experiment with these example |
| simple yes or no response. | | | | questions which are linked to the principles of |
| Closed questions are less helpful in coaching | | | | Awareness, Responsibility and Trust I have examined |
| conversations as they produce less flow or rhythm | | | | in previous articles. |
| and can often mean that the coach struggles to | | | | The conversation for Awareness: |
| formulate the next question. | | | | What's happening? What stands out? What do you |
| Closed questions also appear when a manager is | | | | notice about...? How do you feel about...? What are the |
| trying to use coaching as instruction in disguise and | | | | variables here? What are the advantages |
| uses questions like "Don't you think you ought to....", and | | | | disadvantages? |
| "Would it not be better if..." | | | | The conversation for Responsibility: |
| A short experiment will illustrate the point. In your next | | | | What do you want to do? What do you want to |
| conversation try to find out what the person you're | | | | achieve? What is the best way of getting there? |
| talking to had for breakfast but use only closed | | | | What changes would you like to make? Could this |
| questions. Some time later, see if you can find out | | | | create any conflict? What are the alternatives? |
| what another person had for their breakfast using only | | | | The conversation for Trust: |
| open questions. | | | | If it was up to you, how would you accomplish this |
| In the first instance you'll find yourself asking "Did you | | | | task? When have you had success in similar |
| have cornflakes?", "Did you have toast?", "Did you | | | | circumstances? What strengths can you bring to |
| have coffee?", "Did you have tea?" This is a very | | | | bear? What would it take to feel more comfortable? |