I’m a big proponent of leading with questions, and my third book – That’s A Great Question – click for link – contains more than 500 thought-provoking questions I’ve assembled over the years as a CEO, consultant and, now, Vistage Chair.
But there’s a time for questions and a time for conviction.
In high-performing organizations, executives accept some failure as a component of learning, improvement and growth.
In those organizations, there’s a collective trust among employees who understand that questions – especially tough questions – will be welcomed, asked and answered before decisions are made and after results are produced.
Ask yourself: Am I exhibiting the type of thought leadership that my board/partner/CEO/supervisor exhibits and also expects of me, or do I hold back? If I’m holding back, what’s preventing me from stepping out? Is this something I should work on in order to take another step in my leadership journey?
Is thought leadership part of my plan to raise my game this year?
As you think about how you debate thorny issues inside your company, how are you showing up?
Do you attack the issue or the person?
Do you balance your conviction with well-thought-out, articulate, and considerate debate?
Do you bring a solution, or just throw a grenade and step back and watch what happens?
Ask yourself: If I were observing myself, what conclusion would I reach? Would others agree with my self-assessment? Is the way I’m showing up my intention, or am I projecting something else?
People can’t hear you think.