Leader is not an answer warehouse

Stereotypes that exist in society, or maybe even ourselves: A great leader is a leader who can overcome the problems and answer the challenges faced by the organization.

On his shoulder, the team (even the crowd) left a big responsibility to always make the right decision and direct towards success.

This assumption is a lot. But also pregnant Batman trapEspecially if we consider the leader to be a “answer warehouse” on all problems and challenges.

Even more dangerous, when we as leaders feel we have to be able to answer every problem that is asked to us, for fear of not being able to give answers will look less competent.

Especially when a leader becomes increasingly enjoying a place to ask questions, and when his men or other people say politely: “Please direction, sir/ma’am”. Ever heard this word spoken? Usually in meetings in the bureaucratic environment.

Once again, do leaders have to have all the answers?

Very unrealistic expecting a leader must know all answers to every problem. It is even more reasonable, if we who are leading assuming the idea of ​​answers to all problems should be out of our own original ideas.

Leaders are not expected to have answers to all the problems that arise. Because what is more needed is the ability to manage existing teams and resources, as well as building cooperation and partnerships with team members or stakeholders Others to find the best solution to the challenges faced by the organization.

They are proficient in gathering information and input from team members and other experts, as well as using analytical abilities and creativity to make decisions that must be taken.

This is why leaders need to have the ability to listen actively, and open themselves against various different points of view.

Thus, leaders can combine various different thoughts and approaches to achieve innovative and effective solutions in dealing with complex problems.

Ask more so “current skills ” at a time “future skills “ That’s important for leaders

By asking, the leader can dig up information and ideas from anywhere. Get a broader perspective and alternatives.

Also asking to make team members more involved. The question makes everyone encouraged to think, aroused to imagine beyond the limits of the conditions that are being experienced today.

Asking encourages people in the organization to think critically and openly towards various points of view and possible solutions for the organization.

By opening space for questions, leaders can create an inclusive environment, where each team member feels valued and can contribute to his ideas.

The question now, what kind of question?

The problem now is what kind of question the leader should ask.

What with questions like this: “What will you do next week?”, “How can you raise 200%sales?”, “We failed to reach last month’s target, what was wrong from the planning we made?”

In conditions that are needed, this question is good to ask. But too often questions like this are done, the more put the people who are asked in a difficult position.

Instead of questions that focus on current conditions, the organization actually requires leaders who can ask questions that invite people to be moved to explore great opportunities-that have not been identified by their organizations.

There are some good examples of this type of question, I re -process from an article written by the founder of a research company at Silicon Valley, John Hagel III, including:

• What opportunities will be Changing games Which when we do makes our organization/company grow stronger and more sustainable?
• What are the needs of new or new customers, which can significantly affect our business? What can we do?
• How can we optimize the existence of partners or third -party resources in a mutually beneficial to overcome the needs of customers or opportunities that are increasingly broad spectrum?
• How can we develop a more flexible supply network, so that our production or logistics will remain strong when an unexpected interference occurs?
• What technology is suitable for us to use – now or in a few years – in our business? How will we apply it?

Focusing a broader question like this will send a signal that you as a leader have the ambition to bring the organization far beyond the current position. Questions to anticipate trends, demographics, and long-term technology will also make the leaders’ credibility stronger, because it has the potential to bring the organization to see and welcome new opportunities.

The good news, the study shows that when we as leaders do not know and ask for help, this does not make credibility down. On the contrary, this sends a strong signal to others that we trust them, making them a place to ask. And in return they will also increasingly trust us.

In a situation of such a fast change, thinking together brings more benefits than thinking individually. Because it will bring us to innovative thoughts that can help us answer challenges and resolve the big problems today and the future.

In addition, will not be very boring when all the activities and movements of the organization only depend on the thoughts of one person?[]