3
Ask the Right Questions
Let's Talk about Needs

A leader's role should be about getting to know their people and understanding their needs. This is how leaders can start focusing on the first 'P', people, and their well-being. Asking the right questions will enable you to receive relevant information. This is powerful knowledge for a leader. This is your key to make informed leadership decisions and enhance your teams' performances.

The following personal story from a global company town hall illustrates the impact of triggering change through asking the right questions, fostering empathy and promoting collaborative leadership.

It was a bustling management and leadership conference hosted by one of the leading luxury companies I had the privilege of working for. Leaders and executives from various corners of the globe gathered in a large auditorium, brimming with energy and anticipation. The atmosphere was charged with the buzz of discussions and the hum of anticipation.

As I stepped onto the stage, I had that all familiar feeling of my heart racing and my hands sweating with nervousness. While I feel comfortable presenting when on stage, the walk up there had me on edge. Luckily, as soon as I locked eyes with the audience, I felt a deep sense of care for each person in the room. It was this genuine concern and connection that fuelled my determination to break away from the traditional mould of front-stage presentations. Instead of launching into a traditional top-down speech, I chose a different approach. 'Let us take a moment', I began, 'to reflect on our needs - not just as leaders in this company but as individuals striving for growth and fulfilment'.

The initial reaction was a mix of curiosity and scepticism. This was not the usual business rhetoric they were accustomed to. However, with a warm smile and gentle urging, I encouraged everyone to grab a pen and paper and engage in introspection.

As the room filled with the sound of pens scratching against paper, I could sense a shift in the atmosphere. It was no longer just about business metrics and strategies; it was about personal aspirations, values and the essence of leadership.

Joined by two members of my team, we shared our direct-to-consumer vision. I was not looking to achieve a polished solo performance; I wanted a collaborative sharing of insights and ideas.

The impact was most profound among the new leaders - the fresh faces eager to make their mark. They were inspired by the emphasis on empathy, teamwork and genuine care for the people. It sparked a realization that leadership is not just about authority but about creating a supportive and inclusive environment for all.

This concept was illustrated by bringing two of my team members on stage - theory in action. This action represented more than just symbolic inclusion; it was about walking the talk and demonstrating our commitment to fostering a supportive and growth-oriented environment. By having them on stage, we showcased first hand the importance of caring for the people and empowering them to succeed. This approach exemplified the idea that leadership is not just about speaking or theorizing but about taking concrete steps to implement positive change and lead by example.

In that room, amidst the backdrop of a global business meeting, a subtle yet powerful transformation had taken place. Minds were opened, perspectives shifted, and a new era of leadership - one grounded in empathy and collaboration - could start emerging. It was flow leadership in the making.

The day I shared my thoughts and insights during that global company town hall became a turning point, as it became the catalyst for change across local teams. The feedback I received from these teams in various markets was enlightening; their leaders had returned with a renewed perspective on team care and appreciation. It was heartening to witness how this meeting had sparked a wave of positivity and gratitude.

Once back home, many leaders took proactive steps to celebrate their teams' achievements, organizing special gatherings and recognition events. Others made the conscious efforts to spend time and ask questions to their teams. These gestures were not just about acknowledging milestones; they were about expressing genuine appreciation for the hard work and dedication shown by each team member.

What truly struck me was the ripple effect of my message. It was not just about words spoken in a town hall; it was about inspiring action and meaningful change. This was evident when a senior member, highly respected within the company, took the time to write personalized thank-you notes after a major project. These handwritten notes were not just tokens; they were sincere expressions of gratitude that resonated deeply with the teams involved.

Drawing from real-life experiences like the one shared above, my book emphasizes the importance of theory in action and provides practical exercises to empower leaders in fostering a culture of empathy, collaboration and growth within their teams and organizations.

While most of the feedback was positive, it did not win the hearts of all. And that is fine. Remember, you are not always going to get everyone. You might have been a sceptic in that room; you might still be. However, what if I were to tell you that even implementing a fraction - say 10% or 20% - of these ideas can significantly impact workplace dynamics and, hence, overall performance? Those ideas could lead to better retention of top talent, addressing a common reason for their departure: feeling undervalued and uncared for in the workplace.

With these principles in mind, I invite you to engage in the following exercise. Let us practise asking the right questions. Get a pen and paper or open the note on your mobile device. This exercise helps you recognize your own needs and understand what your team will experience when you do this exercise with them.

Exercise: Practise the Art of Asking the Right Question

Please reflect on this first question:

What are your needs to feel at your best, be at your best and produce your best work?

Apart from the obvious responses, let us focus solely on you and be more specific.

What are your needs at work?

What do you need to feel happy at work?

What do you need to be successful at work?

Jot down your initial thoughts. When you are prepared, we will proceed to the next question.

When was the last time that you sat down and thought about your needs?

Try to remember. If you cannot, maybe this is something that you should start reflecting a bit more on. If you have gone as far as to have thought about your needs, ask yourself:

When was the last time you did something about your needs?

What actions did you take?

Now that you have considered your needs, think about the needs of your people, individually and as teams.

What are the needs of your team, individually and collectively?

What are their needs to feel at their best, be at their best and produce their best work?

If you do not lead a team, think about the needs of your colleagues or your peers. The logic remains the same.

Let us go one step further.

Do you know their triggers?

Do you know their emotional keys?

Emotional keys are triggers. These are the small things that make our hearts race with excitement and bring us happiness.

What are their dreams?

Do you know their career aspirations?

What do they need to feel fulfilled and on the path to reaching optimal performance when at work?

What makes each one of them so special?

What are their hidden talents, strengths and motivations?

Do you know what they want, need and value right now?

What are their biggest concerns and challenges?

What type of support will make their lives easier and happier more in the flow?

Explore beyond these questions and focus on building meaningful relationships with your people. This is how you will cultivate long-term loyalty.

Think of how and when to ask these questions. Prompt them during a workshop or a meeting. Choosing your moments when and how to raise those questions is as important as choosing the right questions.

That process should be about your people, not about you. Be clear on your intentions. What is it that you are seeking: the truth or a sugar-coated version of the truth?

The choice is yours. One path will lead your organization towards change; the other route will please your ego and maintain the status quo.

Establishing trust within a team is crucial for receiving honest answers and fostering a positive work environment. This trust is built through genuine connections, which can be achieved by getting to know your teams on a personal level and experiencing their daily work life first hand. This approach resonates strongly with my experience in retail management, where I found that immersing myself in the daily activities of our teams led to significant improvements in performance and morale.

During my time in retail management in North America, I thrived on the excitement of the job: the travel, the energy and the interactions with new staff and clients in our boutiques. I...