Whether we are mentoring, coaching, or facilitating a small group discussion, we use questions to draw the BEST out of people. Questions come in many shapes and sizes, each designed for a particular outcome and used with a specific agenda.
There are some people who seem to ask just the right questions. If you haven’t yet met that kind of person, then perhaps you can become that person. In truth, this effect is a combination of listening skills and an toolbox of strategic questions. We’ll get to the listening skills in a later post, but for now, here are three three types of strategic questions that we can use in both individual and group settings to draw the best out of people.
Must-select questions are very powerful, particularly at the beginning of a conversation, or with a person who is being guarded, as it forces a person to both think and respond, while presenting itself under the guise of simplicity. An example might be:
- “On a scale of one to ten, how courageous do you think you are?”
Must-select questions like this are neither classically ‘open’ nor ‘closed’ (see below), but rather provide options within boundaries, priming the person for a follow-up question based on the information they have already given you. Read More…
As a youth leader, parents will come to you on occasion for advice, especially when there are family struggles or their children aren’t communicating with them. It seems ridiculous, because instinctively we think “Why the heck are you asking me? I’m not a parent!” And while we cannot (and shouldn’t) make decisions for them, there are some principles that we can always fall back on to encourage and equip parents with – you do have something to offer. Read More…
A CHALLENGE that arises when serving in a large youth department is the need for multiple teams to manage both the people and tasks that fall under our care. Often each of these teams will have a key leader, along with roles, values and expectations specific to that team’s contribution. The danger of siloing arises when these teams develop such a distinctive identity that they separate themselves from the other youth teams, or in the worst cases, the vision of the department altogether.
It’s important to remember that this isn’t usually done with any hostile intent; it’s simply a result of hanging out and serving alongside the same set of people week by week, and in the busyness of serving, accountability to the greater vision falls off the radar. Remembering of course, that these teams are made of people!
Symptoms of leadership siloing can often include hostility between teams, suspicion around the contribution of a leader on another team, team exclusiveness, reduced cross-team communication, and a sense of jealousy rather than celebrating a shared success. The drag will always be toward silos, so for this reason we need to be intentional about taking practical steps to avoid them. Read More…