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Tip 484: Solicit feedback by asking questions. |
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It's a mistake to think that because people give you no contrary feedback they are in agreement with your approach, your philosophy, or your action. People feel intimidated by those in powerful positions and by others who can help or harm their careers. As a powerful person, when you want feedback, it's often up to you to solicit it repeatedly with questions: "Does the idea of working 10-hour shifts appeal to you in any way?" "What would you consider creative incentive awards for achieving our quarterly goals?" "How do you think we performed on the last project?" Just because you ask questions doesn't mean you'll get honest answers, or even any answers. But asking no questions and leaving feedback to chance almost ensures there will be none. |
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Tip 485: Encourage buy-in action by asking questions. |
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If you have colleagues who can't seem to meet deadlines, let them set their own. When faced with soliciting their cooperation or information on a new project, instead of stating the deadline, ask them to set the deadline. "John, please let me know what day I can expect the printout on the Carlton site." When people set their own deadlines, they are more likely to meet them. |
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Here are other examples that encourage people to participate and buy into group action or decisions: "Do you think this plan will work?" "Can we count on your help?" "Does this approach make sense to you?" "Which of the two alternatives do you think we should try first?'' "Are you willing to give this plan a try?" |
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Tip 486: Ask questions to lead others to analyze their own suggestions. |
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An employee speaks up in a meeting with this suggestion: "Why don't we go ahead and print 100,000 copies of the brochure since we'll be doing more mailings later in the year?" Rather than snap back with, "Because our test mailings will determine whether we need to change the copy," lead the employee to evaluate his or her own suggestion by questioning: "Will later mailings go to the same prospective buyers? If so, will they respond to the same copy?" or "How much would we save by printing all 100,000 copies now as opposed to the expense of two print runs?" |
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The questioning route helps employees learn to analyze suggestions without your intervention, giving them confidence in their abilities for later situations and giving them the impression that you're not closed to all suggestions. |
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