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how to care for an orchid A Lot of an executive workday is spent Asking others for information--requesting status updates from a staff leader, by way of example, or questioning a counterpart in a tense negotiation. Yet unlike professionals such as litigators, journalists, and doctors, who are taught how to ask questions as an important part of their instruction, few executives consider questioning as a skill which can be honed--or consider the way their own answers to questions could make conversations more productive. That is a missed opportunity. Questioning is A uniquely powerful tool for unlocking value in organizations: It hastens learning and the exchange of thoughts, it fuels innovation and performance improvement, it builds rapport and trust among team members. Plus it may mitigate business risk by uncovering unforeseen pitfalls and hazards. how to invest in stocks For many people, questioning comes readily. Their natural inquisitiveness, emotional intelligence, and ability to read people put the ideal question on the tip of their tongue. But most of us don't ask enough questions, nor do we present our queries in an optimal way. The good news is that by asking questions, We obviously enhance our emotional intelligence, which in turn makes us better questioners--a virtuous cycle. In this article, we draw on insights from behavioral science research to research the way the way we frame questions and choose to reply our counterparts can influence the outcome of talks. We offer guidance for selecting the best kind, tone, arrangement, and framing of questions and for deciding what and how much information to share to reap the maximum benefit from our interactions, not just for ourselves but for our organizations. how to make buttermilkDo not Ask, Do Not Get "Be a good listener," Dale Carnegie informed in his 1936 classic How to Win Friends and Influence People. "Ask questions the Other person will enjoy answering." Over 80 years later, most folks still When one of us (Alison) started studying Discussions at Harvard Business School several years back, she immediately arrived At a foundational insight: Folks don't ask enough questions. In Reality, among The most common complaints people make after having a dialog, like an Interview, a first date, or a work meeting, is"I need [s/he] had requested me more Questions" and"I can not think [s/he] didn't ask me any questions"