How we change what others think, feel, believe and do
Questions: The Problems and the Possibilities
Guest articles > Questions: The Problems and the Possibilities
by: Sharon Drew Morgen
I recently accepted a cold call from an insurance guy because I was thinking of switching providers. Instead of facilitating my buying decision, the bias in his questions terminated our connection:
TODD: Hello Ms. Morgen. I’m Todd with XYZ. Are you interested in new car
And, we were done.
Good sellers and coaches pose better questions than Todd’s, of course. But the conversation exemplifies how a Questioner’s biased questions can significantly influence outcomes.
THE BIAS INHERENT IN QUESTIONS
Questions restrict answers to the assumptions and biases of the Questioner; Responders respond within the limits set by the question. Asking someone “What did you have for breakfast?” won’t elicit the answer “I bought a lamp.” Even questions that attempt to open a dialogue, like “What can you tell me about the problem?” or gather data, like “Who’s in charge of decision making?” merely elicit top-of-mind responses that my not effectively represent – and indeed might cloud – the issue. Biased question; biased answer.
Sometimes questions are so biased and restricted that the real answer might get overlooked. ‘Do you prefer the red ball or the blue ball?’ excludes not only the green ball, but a preference for a bat, or a discussion about the Responder’s color blindness. But a question such as: ‘What sort of a game implement could be easily carried and engage all employees?” might elicit a response of a ball or marbles or Monopoly and include more team members.
Most questions pull or push the data sought by the Questioner, making it difficult to know if
What if the best answer is outside of the framework of the question? Or the question isn’t translated accurately by the Responder? Or there is an historic bias between the Questioner and Responder that makes communication difficult?
Questions can be used to facilitate choice, to lead Responders to new options within their own (often unconscious) value system, rather than as set ups to the Questioner’s self-serving objectives. Using a Facilitative Question, the above dialogue would sound like this:
TODD: Hi Ms. Morgen. I’m Todd, an insurance agent with XYZ Corp. I’m selling car
insurance. Is this a good time to speak?
The question – carefully worded to match a Responder’s criteria for change – shifts the bias from Todd’s self-serving objectives to enabling me in a true discovery process; from his selling patterns to my buying patterns. How different our interaction would have been if his goal was to facilitate my buying decision path rather than using his misguided persuasion tactics to sell.
I developed Facilitative Questions decades ago to enable any Questioner to facilitate someone’s route to congruent change. With no manipulation or bias, they require a different form of listening, wording, and objectives, thereby avoiding resistance and encouraging trust between sellers, coaches, consultants and their clients.
Take a look at your own questioning strategy to see if they might work for you:
Remember: your innate curiosity or intuition may not be sufficient to facilitate another’s unconscious route to change – or buy – congruently. You can always gather data once the route to change is established and you’re both on the same page. Change the goals of your questions from discovering situations you can provide answers for, to facilitating real core change. Before buyers or clients will work with you, they have to do this for themselves anyway. You might as well do it with them and create a trusting relationship.
Facilitative Questions follow a specific path and wording. I’ve trained sellers to use them for lead generation, to make appointments with the right decision makers (often helped by gatekeepers) and teach prospects to assemble Buying Decision Teams and reach consensus; to help coaches find – and keep – ideal clients, and facilitate their change efficiently. They are great for small and complex sales, for prospecting and lead gen, for team building, for coaching clients seeking change, for change implementations. And for doctors, lawyers, communication professionals, therapists, school administrators, and leaders.
If you’d like to learn how to formulate Facilitative Questions, either get this Learning Accelerator, or contact me to discuss team training or coaching. Read my free digital book What? Did you really say what I think I heard? on www.didihearyou.com where you’ll also find Learning Tools. Contact me to discuss coaching, training, and online assessments to help your folks monetize kindness. firstname.lastname@example.org
Contributor: Sharon Drew Morgen
Published here on: 12-Apr-15