"People will fall in line behind you when you know how to approach them. You can break the ice by asking the right questions, tailored to people's needs. Leaders keep on asking questions and creatively responding to the answers. A good leader finds the right people to help in formulating appropriate questions. Dr. R was a departmental chair at a large medical center. Through a series of staged questions and responses, he learns how to draw people into his department and help them become productive."
""Well," he said, "I feel like the department has plateaued." In other words, like so many high-achievers, he wanted to find-that is, create-the next challenge and then figure out how to meet it. "You know," he told me, "I identify with the department. I feel responsible for its stature, the way I do for my own." So, I thought we might explore some concrete, department-building options."
Dr. R leads a neurology department with clinical strengths in Alzheimer's disease, progressive dementia, movement disorders, strokes, epilepsy, and headaches. He perceives a plateau and seeks a new challenge to build the department. He attracts and develops faculty by using staged, tailored questions that break the ice and reveal individual needs. Leaders persistently ask open-ended questions, learn from responses, respond creatively, and recruit colleagues close to target groups to formulate effective inquiries. Questions commonly surface unexpected insights. Continuous, open communication serves as the foundation for designing, launching, and sustaining effective projects that turn engagement into productivity.
Read at Psychology Today
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