EntranceHow to ask yourself the right questions. How to formulate questions correctly Types of questions that help you get the right information
Are you good at asking questions? Not just to ask, but to get a comprehensive answer. In business, this skill is highly valued, because it makes it possible to ask the right question in negotiations in time, to clarify the necessary information. It is important to be able to quickly and correctly ask a question at a press conference, at a meeting.
We all went to school and all school years we were made into a responsible person. Today we will try to make ourselves a questioner, and therefore a manager.
What are the questions for?
- in order to find out the answer to your question;
- to learn new information;
- to keep up the conversation;
- to direct the conversation in the right direction;
- to find out what the interlocutor is really interested in.
What are the questions:
— Closed questions. These are questions of the type when your interlocutor can only answer "yes" or "no". These questions should not be asked if you want to continue the conversation. they can end the conversation. But they can help you when communicating with a taciturn interlocutor.
— Open questions. These are questions that allow you to start a conversation, how to "open" the interlocutor, encourage him to talk and provide certain information. Open-ended questions most often begin with "Why", "What", "How", "What for", "For what", etc. These questions are best used: at the beginning of a conversation; to move to the next stages of a business conversation; if you have plans - to find out the position of the interlocutor; if you want to make the interlocutor think.
— Suggestive questions.
Questions of this type encourage the interlocutor to confirm what you said, because. they already contain a certain opinion. By asking such a question, you seem to be already offering the interlocutor a certain opinion and influencing the course of the conversation. Leading questions should be asked: when summing up the conversation, when you feel that the interlocutor will give an affirmative answer; if you want to force a distracted interlocutor to return to the main topic of conversation all the time; if you are dealing with an indecisive partner.
— alternative questions. Such questions allow you to choose from two or more sentences. More alternative questions help to make a decision, make it possible not to single out one or another option.
— Counter questions. If you need to take the initiative in the conversation back into your own hands, then ask counter questions. Such questions are used: to obtain more detailed information; get your interlocutor to give a clarification; gain time for reflection; retake the initiative in the conversation.
— Bypass questions. If you want to achieve your goal in a roundabout way, then roundabout questions are fine. They are diplomatic in nature and require special intuition. Such questions are asked when: they want to avoid refusal and excuses from your interlocutor; to reschedule the meeting; obtain prior consent; gradually lead the partner to the desired goal; draw the attention of the interlocutor to the essence of the problem; avoid any confrontation.
How to formulate questions in such a way that the audience will answer them.
1. Show interest in the issue and the topic.
2. Formulate open-ended questions that imply open-ended answers.
3. Contact a specific person.
Most people are reluctant to answer direct questions for many reasons (lack of knowledge of the subject, fear of misrepresentation, business restrictions, difficulty in presentation). Therefore, first you need to interest the interlocutor, i.e. explain to him why it is in his best interest to answer your questions. In addition, it does not hurt to explain why you are interested in this or that fact and how you are going to use the information received from it. It must be remembered that your interlocutor asks himself: “Why do they want to know this? Why are they interested in this?
How to "get rid" of a person who asks stupid questions or a lot of questions?
A. Answer a question with a question.
B. Ask him to answer his own question.
B. Ask someone from the audience to answer.
G. With a phrase like "I really don't like it when a smart person asks stupid questions!"
What do you do if you don't know the answer to a question?
1. Honestly admit that you don’t know the answer to the question.
2. Start talking on an approximate topic that is familiar to you. Anecdote about "fish and fleas".
3. Say that in this moment you cannot answer this question, but tomorrow you will know the answer. If your interlocutor is interested, then let him call you tomorrow, and you will discuss this issue with him.
4. Try together to find the answer to the question in given time and in this place.
Summarize. How to formulate questions?
Briefly, clearly, clearly!
And remember who often asks questions, and is able to ask relevant questions, he determines the strategy of a business conversation.
It is not for nothing that they say: “Who only asserts, he causes resistance! Who asks questions, he manages!
The article was written by Ekaterina Abramova.
In contact with
ASKING QUESTIONS
Monologue in sales is not allowed. The best strategy for every salesperson is the one with the right sequence of questions. However, not all questions are equally useful. At least at different stages of the sale and depending on the degree of trust the client has in us, the sequence and form of questions may differ significantly. Consider the main options.
ASKING PERMISSION
Used to neutralize a possible negative reaction of the opponent to your questions:
- Tell me, how do you usually recruit staff?
- Why are you asking me questions, tell me plainly what you need.
- What are you doing to promote your site?
- Why are you asking about this?
How do you usually motivate your employees?
- I don't think this is related to the topic of the meeting. What exactly did you want to tell me?
- Where do you usually keep your savings?
- Why should I tell you this?
- What would you like to change in the accounting system of your company?
- I don't want anything, everything suits me. And I only have ten minutes, so let's not waste time asking questions, just voice your proposal.
Before asking, justify that your urge to ask questions is solely due to the desire to help the client, and ask for permission.
So that we can select for you suitable option, let me ask you a couple of questions ... (Short pause.) Please tell me ...
OPEN AND CLOSED QUESTIONS
Closed questions are those to which the client can answer either “yes” or “no”. In the vast majority of cases, inexperienced salespeople ask closed questions. There is no need to practice asking them, because the questions are formulated automatically.
- Are you interested in our offer?
- Would you like to try our products?
- Wouldn't you like direct deliveries?
- Maybe we can try to start working?
- Do you agree to our terms?
- Would you like to improve the quality of the product?
- Maybe we can agree?
- Do you want to invest in this project?
- Is this question relevant to you?
The seller himself creates a problem for himself, giving a chance to the client to answer “no”. Accordingly, there is a need to work with objections. In addition, it gives the impression of an interrogation: a long question - a short answer. The client answers briefly, without revealing at the same time. Therefore, it is very difficult to catch his needs, understand the train of thought and look for common ground.
Asking closed questions is acceptable with good rapport and/or clarification, and to get a more complete answer with the informational questions “Why?” or "What's the reason?"
- Have you tried using the integrator?
- No.
- Why?
Open-ended questions are those that the client is forced to answer more fully and extensively when he does not have the opportunity to answer briefly - “yes” or “no”. Asking questions in this mode does not happen automatically and requires the development of a certain skill.
An easy way to ask open-ended questions is to start the question with interrogative pronouns "who", "what", "what", "which", "why", "why", "in what way", "for what", "where", " in what", "when".
- What do you think about...?
- Tell me, what is the reason that you...?
- How do you usually...?
- How do you select staff?
- What should be considered first of all when drawing up a package of services?
- What is the reason that you decided to come to the master class?
- What is our task?
- What will be the next steps?
- How do you feel about...?
- How did you come up with the idea...?
- What can you get if...?
- How do your customers react to...?
- How are you currently...?
- What are you doing to ensure...?
When answering an open question, you get enough information to draw conclusions about the needs of the client, find intersection points, and join his values.
TECHNIQUE "FURNISHING"
Questioning technology (used mostly in sales) that allows you to have the client tell you the main points that are important to you. The main starting points are:
PRINCIPAL INTEREST IN YOUR OFFER.
"I take it you're interested in just such a system?"
"The price range is large, please check the price."
"Tell the deadlines so that we can deliver everything on time."
DECISION MAKER.
"Do we need to involve in the discussion this issue anyone else in your company?"
What happens in normal mode?
The customer asks you about the price and when you can deliver the goods. You tell him what a good product is, that it costs only $100, and you can put it anywhere and at any time. After that, the client, citing the fact that he does not make a decision, takes a time out to think about the price. If the client himself said that he basically needs your product, he has money and he plans to buy now and makes a decision himself, this forces him to buy. The challenge is to get the client to ask questions and get answers in which they formulate their thoughts aloud and state the main starting points that are important to you, after which it will be much more difficult for him to refuse your offer.
The use of technology means:
- GOOD ESTABLISHMENT OF CONTACT WITH THE INTERCOURSE;
- USING THE TECHNIQUE OF ASKING PERMISSION TO ASK QUESTIONS;
- USING THE QUESTIONNAIRE FOR THE CLIENT.
INTERCEPTION OF THE INITIATIVE
The question is a tool of power. Who asks questions, he owns the initiative. The one who answers takes the leading position. In normal selling or negotiating with a weaker position, the initiative usually belongs to the opponent.
If your original phrase is:
We would like to offer you...
then the standard question that the opponent is forced to ask you:
- Which Proposition?
And then there is a further usual scheme: the seller talks in detail about his offer, the buyer is silent, listens and asks clarifying questions. The main mistake sellers make is that after answering a buyer's question, he pauses, during which the client either expresses an opinion or objection, or (in the vast majority of cases) asks the next question.
- How many items from this assortment do you have in stock?
- Fifteen.
- And how quickly can you deliver them to us?
- During two days.
- How much is it?
- Ten thousand dollars.
- I understood everything, thanks. I'll think about it and call you back.
It all ends with the fact that the client, having received all the information, informs you that he is not interested in your offer, or refers to the fact that he needs to think.
ERRORS IN ASKING QUESTIONS
Approach from afar
An inexperienced or poorly trained salesperson, while understanding the need to ask and identify needs, does not know exactly what questions to ask.
And accordingly, questions are asked not so much for the cause, but for the sake of asking questions.
They usually start from afar:
- How long have you been on the market?
- How did you start?
- What difficulties do you face?
Questions of this kind can be used in small talk to establish contact and find ground for conversation when the subject is unclear. With a specific, understandable meaning of the meeting, such questions can cause irritation on the part of the opponent and an internal reaction like “why is he madpot mco questions, the answers to which lead nowhere.”
In order to avoid such a mistake, the corporate sales scenario must be carefully thought out.
"Kalashnikov"
The mistake is that an inexperienced seller asks several questions in a row in one "clip".
Tell me, do you have experience in organizing such events? And who was the organizer? Well, I mean, what would you like to see there?
The client does not have time to catch the meaning of all the questions and answers only the last one. Usually this disadvantage is inherent in sellers with increased energy, overly talkative. Behavior gives the impression of fussiness, frivolity. Corrected by awareness of behavior, training. Slowing down the pace of speech, working with the client according to the script and training in the "cold" mode in front of the camera are necessary.
"How are you?"
Asking "lengthy" questions, when the client does not really know what to answer, and, perplexed, loses the thread of reasoning. He feels awkward, in limbo.
- What would you like from us?
How do you like our trainings?
- How do you generally work with your staff?
This happens because the seller, mentally building his own line of behavior, wants to hear the desired answers from the opponent. But the client does not always have time to figure out what they want from him.
The interlocutor answers in monosyllables and just as incomprehensibly - in the “what is the question, this is the answer” mode:
- How are you?
- Fine.
- Well, how do you like the proposal?
- Nothing.
In order to get out of this situation, give the interlocutor several answers if you see that he is “hung”. It's best not to fall into this position.
The mistake is that by asking a closed question, the negotiator allows the opponent to say "no". In addition, these questions are often used in the mode of so-called "insult questions".
Are you interested in getting more quality goods at lower prices?
- Would you like to earn more money?
- Do you agree that our offer is the best?
The lower the opponent's status, the easier it is to influence him with these questions. The higher the status, the greater the chance that by asking such questions, you will lose authority in the eyes of the interlocutor, you will cause overt or covert aggression, hostility, and rejection.
Explanation: a status, influential person, even with internal consent, does not want to externally confirm his interest in anything. In answering such questions, he loses the role of "the one who allows things to happen" and changes it to the role of "the one who is forced to agree."
"Jumping Hare"
The mistake of an inexperienced seller when asking questions: the answer to the previous question has nothing to do with the next question. Questions go randomly, not obeying a certain sequence, canvas, which leaves a feeling of incoherence of the conversation, the uncertainty of the seller and can cause unconscious irritation in the client. The interlocutor does not see confirmation of the significance and necessity of his answers for further conversation.
- How many years have you been on the market?
- Ten years.
- What do you specialize in?
- On the supply of equipment for the chemical industry.
- Do you have a specialized department for working with difficult clients?
Such an order (disorder) is acceptable with a good establishment of contact, an accurate understanding of the purpose of asking questions in this sequence, and the justification expressed to the interlocutor why he needs to answer these questions. In the usual case, the rule is used: "The next question comes from the previous answer."
- How many years have you been on the market?
- Ten years.
- What do you specialize in?
- Supply of equipment for the chemical industry.
- Tell me, does the supply of equipment require high qualifications from your employees?
- Yes, sure.
- How do you select them?
Asking questions in sequential mode can be divided into segments.
For example, you first ask questions about the services that the client needs:
- How do you train employees?
- They are taught by our corporate trainer.
- If they are already being trained, what is the reason that you decided to contact the training center?
- We would like to get more effect from training.
- What exactly is meant by effect?
Then you switch to another segment. For example, if you agree on terms:
- Do you have a specific training schedule?
- Not. There is no strict binding.
- Based on what considerations will we set the date of the training?
It is necessary to pay attention to the fact that improper adherence to this rule can lead the conversation far away from your immediate commercial offer. This usually happens if the seller has not been able to find a starting point to determine the buyer's greatest benefit.
Often the seller himself has a feeling of inefficiency in asking these questions. He doesn't know what to do next.
- How many years have you been on the market?
- Ten years.
- Have you been here in Moscow all ten years?
- No, we moved here from Arkhangelsk.
- And how many were in Arkhangelsk?
- Two years, but there were difficulties.
- What are the difficulties?
- Lack of personnel.
- And for what reason?
You can get rid of this shortcoming by compiling a corporate sales scenario.
INFORMATIONAL AND DECISIVE "NO"
When asking closed questions, it is necessary to distinguish between the following options for the answer “no”.
Informational “no” - an answer in which you only receive information that the client (for example) is not familiar with this problem, has not encountered it, does not know the details, has not used something, etc. positive moment is that no matter how the interlocutor answers your informational question, positively or negatively, you always have the opportunity to continue the conversation in the way you need. You get a decisive "no" by asking a direct closed question, forcing (often pushing) the client to make a decision by answering with an automatic refusal. This response puts the client on the defensive, makes the negotiator's task more difficult, and leads to tension escalation.
Information "no"
Do you use XXX methods in your work with personnel?
Decisive "no"
Do you want to apply XXX methods in your work with personnel?
For any answer to the information question (“yes” or “no”), you can say:
- Well, then we have a common topic for conversation.
Questions that can lead to a decisive "no" can be used in a good rapport or in a tough negotiation mode.
QUESTION "WHY?"
In most cases, the question is pronounced automatically at the moment the opponent refuses or disagrees with you:
We will not agree with you.
I do not agree to these terms.
No, why?
This scheme will not work.
Failure to establish contact leads to:
- UNCONSCIOUS AGGRESSION OF THE OPPONENT;
- AUTOMATIC REACTION "BY HEAD";
- STATEMENT (LOUD) THE REASON WHERE THE CLIENT DOES NOT AGREE WITH YOU;
- OPPONENT'S TAKING STRICT STANDS AGAINST YOU.
Often as a result of the question "Why?" you ARTIFICIALLY get a PREMATURE and maybe not yet fully considered answer, which, when expressed in some form, forces the opponent to stick to it. The interlocutor does not have the time and/or inclination during the conversation to think carefully about the real reason for the refusal, and the pressure of your question leads to the fact that he expresses just the first suitable objection that comes to his mind.
Opponent-buyer receiving goods from a factory owned by relatives:
We are not interested in your offer.
The assortment is too narrow, the color scheme is too faded, and the material is not of the highest quality.
An investor who is afraid to admit that he did not understand what the profitability of investments is:
For me, the question of investing money is irrelevant.
I have already invested in another project.
Buyer whose wife offered to buy a tour from another operator:
I will not buy this tour.
Well, I don't like the hotel and the beach is far away.
The question "Why?" can be used with good contact, as in this case it allows you to quite fully find out the REAL reason for the failure and, accordingly, get the opportunity to work with it.
It is better to use the wording "What is the reason?", or, for example: "How is it that ...?"
GENERAL PRINCIPLES FOR GETTING THE RIGHT ANSWERS FROM THE OPPONENT
Technique of asking questions "Labyrinth"
It is very effective when working with a group and making presentations in which interactive work with the audience is acceptable. It is necessary to write questions from the audience in advance and possible answers to them. The basis of the technique is that you ignore answers that don't work for you and purposefully talk about options that lead you further to the conclusion or action you need.
Example.
The task is to recruit several advertising agents from among the undergraduates by holding a presentation.
Standard Solution:
Hello, I represent big firm. We have been on the market for a long time, we work in such and such an industry, with such and such companies.
We need only a few employees, whose tasks will include: ..............................
Our requirements for employees:...........
If you join our company, you will receive:.......................
If anyone is interested, fill out the form and contact us.......................
Another example of a presentation:
- What is necessary in life?
Health, happiness, money, success, freedom, etc.
- Let's talk about money. Where do they come from?
Win, rob a bank, work for a salary, open your own business, etc.
Let's talk about our business. What is needed to get started?
Desire, money, idea.
- Let's talk about the idea. How would you prefer to start a business? starting capital or without?
Socrates method. Receiving the required answer ("yes" or "no")
The application of the method requires a fairly good contact with the opponent. In some cases, the interlocutor's answers are implied without receiving verbal confirmation from him.
Common use:
Are you already working with someone in this area?
And you chose the most profitable option for yourself?
That is, when you chose, you compared?
Do you know that the market is constantly changing?
And it may well turn out that someone provides better conditions?
And give up more favorable conditions Does it mean losing money?
In order not to lose money, it is necessary to consider offers, and the sooner the better, right?
Another example.
I take it you've been driving for a long time?
And, probably, they changed more than one car?
Did you get into trouble on the road?
Do you think this could happen again?
Have you heard that reliable car security systems save lives?
That is, it makes sense to refuse to save on your health and invest money once to protect yourself just in case?
A more modified technique involves getting the desired answer in any case. If it can be assumed in advance that the opponent will object in response to your statement, then you ask a question in the mode: “as a rule, you do this, but you also know that there is an exception to the rule, right?” Further construction of the conversation is based on the answer that is more preferable for you, beneficial. During the conversation, you can choose any option: either "as a rule" or "exception".
Formative (informing) question
The ability to ask formative questions requires serious training and is extremely effective tool both in sales, negotiations, and in presentations, debates, disputes, etc.
The use of this technique allows, depending on the need:
- INFORM (OPPONENT OR OUTSIDE OBSERVERS);
- FORCE TO A FAVORABLE ANSWER FOR YOU;
- DECREASE OR INCREASE IMPORTANCE;
- SET THE REQUIRED ACTION PROGRAM.
- Will you find something to do when I sometimes go away on business?
Direct question: "Find something to do?". Info: "I'm going to leave." The subtlety is that the opponent, answering the main question, automatically gives the embedded information the status of “correct”, “truthful”, “taking place”.
FUNNEL TECHNIQUE
The classic technique for identifying customer needs graphically resembles a funnel that narrows downward.
- General situation, somehow related to your commercial offer.
- The presence of a problem or several problems in this situation that your client would like (could) solve with your proposal.
- Possible variant (options) of solving his problem.
- Selection of the optimal solution at the moment, fixation on the first action of a technical nature.
SITUATION QUESTIONS
Questions, answering which the opponent is forced to describe the usual standard process, to clarify the situation, which is indirectly somehow connected with your commercial offer.
How do you usually choose your supplier?
Tell us, if possible, in more detail about how you allocate the budget.
Sometimes the question is asked in order to find out the opinion of the interlocutor about the current situation. If you receive a positive response, encourage the client and continue the conversation. When you receive a negative answer, you “push” the interlocutor’s opinion with the fact of a meeting or with an appeal to the highest benefit.
As the client responds, ask clarifying questions. If he doesn’t talk enough, use “nudge” techniques if necessary:
What else?
But more about this.
Example:
How do you usually organize promotions?
We usually recruit promoters and hand out flyers.
Anything else?
Yes, we set up stands in public places.
Oh, but about this, if possible, in more detail.
When you ask situational questions, you solve several problems at the same time:
“PUNCH” THE CLIENT WITH QUESTIONS, SO THAT THEY START TALKING MORE AND BECOME MORE OPEN;
SCAN THE CLIENT'S SPEECH FOR SEVERAL PROBLEMS, NOT JUST THE ONE YOU SUGGEST. IT IS POSSIBLE TO RETURN TO THEM IF THERE IS NO AN AGREEMENT ON THE MAIN ISSUE;
MAXIMUM "JOIN" TO THE INTERVIEWER.
Pay attention to the mistake of novice sellers - they can also ask situational questions, but not related to the main offer, leading away from the topic of conversation.
PROBLEM ISSUES
Questions that clarify the essence of the client's specific problem in the current situation, or questions about what is the decisive factor for him in choosing, the determining criterion. Depending on the degree of establishing contact, choose the degree of directness of questions about problems. With good contact, questions are as direct as possible and can be asked almost from the very beginning of the conversation, without preliminary introductions.
What do you dislike about your current position?
What exactly is the problem with recruiting?
What would you like to change?
In the absence of contact, direct questions about problems turn into questions that devalue the partner. By asking them, you automatically put the client in the position of "a person who has problems" and get an aggressive or defensive response.
To avoid this, formulate the question more gently, offering the client the position of “a person who is already doing well, but if it gets better, he will not refuse.”
What do you give Special attention when organizing a promotion?
CLARIFYING QUESTIONS
There are several types:
- DEEP;
- ABOUT IMPORTANCE;
- LEADING FROM A KEY POINT;
- PROVOCATE TO THE ANSWER YOU NEED;
- ABOUT CONSEQUENCES;
- SUGGESTED;
- ABOUT ADDITIONAL NEEDS;
- TECHNICAL, ABOUT THE FACTS.
The last two types of clarifying questions are discussed below.
Clarifying questions about additional needs
Questions you need to ask after a core need has been identified and a fundamental interest in your proposal has been shown. Often the opponent does not think about any details, and the seller's task is to make him think about the expediency of acquiring additional benefits. Leading questions are recommended to be used after a fundamental interest in the main product has been fixed.
Algorithm for developing these questions:
1. What is a basic need?
2. What additional components would we like to offer to the customer?
3. What questions should be asked to the client so that he agrees to our offer or shows interest in additional components?
Salon conversation:
As I understand it, this phone model suits you perfectly, and this is a gift for a girl.
Yes exactly.
Tell me, does she have a car, does she drive herself?
How do you like the idea of giving her a hands free headset so that she can talk calmly with her hands on the wheel and not be distracted? She's comfortable and you're comfortable. What do you think?
I think, yes.
Clarifying technical questions about facts
Questions concerning the identification of technical details, facts, characteristics. The use of these questions does not require special skill, and therefore they are used by poorly trained salespeople almost from the very beginning of the conversation, which is a mistake.
The problem is that the seller, having failed to achieve a fundamental interest, begins to ask about specifications choosing a service or product. Then he receives from the client the answer "I'll think about it" or "we're not interested." You can ask such questions right away with good rapport, customer loyalty, or after doing preliminary work on all points: “driving a hook”, “asking permission to ask questions” IT. d.
- What is the number of employees in your company?
- What program do you use most often?
- What volumes do you process per year?
- What are the deadlines?
- What mechanisms do you use?
- How many vehicles does your fleet contain?
- How many tons of cargo do you usually transport?
- How many goods do you usually put on display?
- What tools do you use?
It is very convenient to use the form with prepared questions.
EXTRACT-FIXING QUESTIONS
Questions that take advantage of the client's previous responses, summarize those responses, and capture the client's need at the same time.
If I understood you correctly, would you work with a company that, without being a brand, would be able to provide the highest level of service?
QUESTIONS FOR TECHNICAL COMPLETION
The question is asked in order to lead the client to determine specific aspects of the transaction.
Will you take?
Well, are we working together?
Deal?
Ask questions about purely technical details that imply the agreement of the client to cooperate:
When is the best time for you to see our designer?
What address should I send to? Dictate, please.
QUESTIONNAIRE
A sheet of paper attached to a tablet (a beautiful leather folder) designed in the style of your company with a heading with the name of the client's company, date and place of the meeting.
On the sheet - a list of questions that you would like to ask the client. Performs several functions at once.
1. Gives you weight and solidity.
Gives the impression of seriousness and trustworthiness.
2. Gives you expert status.
In your hands is a sheet of questions, depending on the answers to which you need to “diagnose”, clarify the situation in order to help the client.
3. Gives you the initiative.
When a person sees that you have prepared for the conversation by making a list of questions, he is psychologically ready to answer, not ask.
4. Programs the result.
Correctly chosen questions often lead the client to the given answer you need.
5. Helps out in critical situations.
If the conversation has gone sideways or the negotiations have stalled, you can use the questionnaire as a lifeline, clarifying some questions and answers to them.
6. Gives you the opportunity to contact the client later.
You always have a mini-shortcut of your conversation at hand, which you can return to some time later. In addition, there is an opportunity to discuss secondary issues indicated in the questionnaire.
1. Firm, date.
2. Number of people
3. Average age.
5. Staff turnover.
6. What is being sold.
7. Is there a plan?
8. How many percent are they fulfilling the plan?
9. The main reason for the failure of the plan.
10. What is the main difficulty?
11. What does the current education system look like and what does it include?
12. Who teaches?
13. Is there a corporate sales scenario?
14. Who wrote the script?
15. What is the purpose of learning?
16. Do I need to write a corporate sales script?
17. Do I need an escort?
18. What is the budget allocated for training last year?
19. What is the maximum budget that can be allocated?
20. What budget would you like to meet?
21. How much time can be allocated for training?
22. What is the format?
Yourself?
To better understand yourself, you need to be able to ask the right questions. Stephen Aitchison's 30 provocative questions can serve as an example of such an internal dialogue.
What are the right questions? Probably those that help to see yourself from the outside, through the eyes of an outside observer.
If everything in your life is going great, you can quickly go over S. Aitchison's 30 questions (or even not read them at all) and go on through life with a joyful smile. What if something in your life is not going the way you would like?
Often a person finds himself in an impasse:
There is no progress;
- there are no expected results;
- there is no perspective;
- you feel like there is no way to move dead center." This can apply to any field of activity: relationships, work, health, career, friends.
Someone calls this state "rat race", someone - "the usual comfort zone." Perhaps this is due to depression or a breakdown. How to be in such a situation?
Stop and calmly analyze what is happening to you.
AT recent times many began to turn to professionals for help: psychologists or personal coaches. They help to understand themselves and the existing problems.
What does a psychologist or coach do?
Asks the right questions. In this case, in no case will a professional answer for you. It will only lead you to the right question.
If you want to figure out your particular impasse on your own, reread Stephen Aitchison's list of 30 provocative questions. If you answer them honestly and truthfully, then, most likely, find clues as to where to go next.
30 provocative questions by Stephen Aitchison.
1. What can I do today to reach my goals?
2. What time of day is the most productive?
3. What can I do today to pamper myself?
4. What are 5 things I can be grateful for in my life?
5. What can I do today to change someone's life?
6. What trait of my character is the best?
7. What do I really want to do in life?
8. Do I really want these people (to list) in my life?
9. What can I do to save a small amount every day?
10. How much TV do I watch during the day?
11. Do I really need all these things?
12. When I'm in last time read a good book?
13. When was the last time I said "no"?
14. Does it really matter what other people think of me?
15. What do I want to achieve this year?
16. What is the next "great goal" I want to achieve?
17. What can I do to feel happy?
18. When was the last time I violated the boundaries of my comfort zone?
19. What are my life values?
20. What steps do I need to take today to move forward towards my goal?
21. What should my ideal day look like, from the moment I wake up to the moment I go to bed?
22. What good habits would I like to instill in myself?
23. How can I get rid of bad habits?
24. Who inspires me the most?
25. What are the characteristics of the people I admire?
26. Will my dreams remain just dreams, or can I make them real?
27. What would happen if I let _______________ go?
28. What do I really like about my job?
29. What would I do differently if I had the chance to relive this moment again?
30. What will I do after reading these questions?
After reading this list, the conclusion suggests itself: the more often we revise our emotions, feelings, habits, thoughts, the easier, easier and more interesting we will live.
Often the right question, asked to yourself, makes you move better and faster in the right direction. Answering it, you have a vision of new opportunities, you begin to feel a surge of strength and energy.
For me Stephen Aitchison's 30 provocative questions have become an example of how to ask yourself the right questions and really to the next realization: how and where to move on. Especially from the 25th to the 30th.
How to ask the right questions yourself?
Do you have a problem with this?
How correctly and timely asked questions help you in life?
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An important component communicative communication is an ability to ask questions.
Questions are a way to get information and at the same time a way to switch the thoughts of the person with whom you are talking in the right direction (who asks questions controls the conversation).
By asking questions, we build a bridge into the unknown and the uncertain. And since uncertainty and uncertainty is a characteristic feature of the modern, rapidly changing world, the development of the ability to ask questions is very relevant.
“Sorry for the misunderstanding, I misunderstood you” is a phrase that can often be heard in a conversation between people. So, so that you do not have to pronounce it, learn how to ask questions correctly. The right question, allowing you to find out the intentions of the partner, helps to avoid misunderstandings and conflicts. After all, sometimes, neglecting the opportunity to ask a question, or not asking it at the right time, we open the way to conjectures and conjectures, various speculative constructions, create the wrong impression of others, attributing to them non-existent qualities, advantages and disadvantages, which often leads to misunderstandings and conflicts. .
Whoever you are, a leader or an ordinary manager, a coach or a psychologist, in any sphere of life you will need the ability to ask questions correctly. In any conversation, whether business or personal, the right questions help:
- Show interest in the personality of the partner and interlocutor;
- Ensure “interpenetration”, that is, make your system of values understandable to the interlocutor, while clarifying his system;
- Get information, express doubts, show your own position, show trust, be interested in what has been said, show indulgence and show that you are ready to give the conversation the necessary time;
- To intercept and keep the initiative in communication;
- Transfer the conversation to another topic;
- Move from the interlocutor's monologue to a dialogue with him.
To learn how to ask questions correctly, you need to pay attention to the correct construction of the internal dialogue and study the main types of questions in the external dialogue.
INTERNAL DIALOGUE(questions to oneself) organizes our own thinking and helps us formulate thoughts. The relevance and quality, the accuracy and the consistency of the questions that arise in our minds, to a large extent affect the effectiveness of most of the actions we take.
In order to organize an internal dialogue, one must understand that its purpose is to analyze any of the problems. A set of relevant questions will help to comprehensively analyze any problem (situation). There are two options for questions.
The first option is the seven classic questions:
What? Where? When? Who? How? Why? By what means?
These seven questions allow you to cover the entire problem situation and make its verbal-logical analysis.
The second option for analyzing the situation is a set of six questions:
- Facts - What are the facts and events relevant to the situation in question?
- Feelings - How do I generally feel about this situation? How are others supposed to feel?
- Desires - What do I really want? What do others want?
- Obstacles - What's stopping me? What hinders others?
- Time - What and when to do?
- Tools - What tools do I have to solve this problem? What resources do others have?
Use either of the two options when organizing an internal dialogue. If a problem arises, analyze the situation with the help of questions to yourself, bring your thoughts to clarity, and only then begin to act.
Importance and significance EXTERNAL DIALOGUE, consists in the right questions which is much better than a monotonous monologue. After all, the one who asks is the leader in the conversation. Also, with the help of questions, we show the interlocutor our interest in the conversation and in its deepening. By asking, we express to a person the desire to establish with him good relationship. But all this happens when the conversation does not resemble and does not look like an interrogation.
Therefore, before starting a conversation or a business conversation, prepare a series of questions for the interlocutor, and ask them as soon as you move on to the business part of the conversation (in a normal conversation, as soon as you touch on the topic you need). So, you will provide yourself with a psychological advantage.
External dialogue questions can be posed in specific forms and can be of the following types:
Closed questions. The purpose of closed questions is to obtain an unequivocal answer (consent or refusal of the interlocutor), “yes” or “no”. Such questions are good only when it is necessary to clearly and clearly determine the presence of something in the present, past, and sometimes in the future ("Do you use this?", "Did you use this?", "Would you like to try?"), or attitude to something (“Did you like it?”, “Does it suit you?”), To understand how to proceed further. Closed questions (and yes or no answers to them) shift our efforts in a certain direction.
You should not immediately push a person by asking such questions to the final decision. Remember that it is easier to convince than to convince.
Another thing is when you deliberately ask a closed question, which is difficult to answer with a negative. For example, referring to generally recognized values (Socrates often used a similar method): “Agree, life does not stand still?”, “Tell me, is quality and guarantees important to you?”. Why this is done: the more often a person agrees with us, the wider the zone of mutual understanding (this is one of ways to manipulate). And vice versa, if you can't pick up right question, and often hear "no" in response to leading questions, increases the likelihood of rejecting your offer as a whole. Therefore, achieve agreement in small things, do not start a conversation with contradictions, then it will be easier to achieve the desired result.
Open questions. They do not imply an unequivocal answer, they make a person think, they better reveal his attitude to your proposal. open questions, it good way getting a new detailed information, which is very difficult to obtain with closed questions. Therefore, in a conversation it is necessary to use open-ended questions more often, in their various variations.
Ask for facts that will help you understand the situation: “What is there?”, “How much?”, “How is it solved?”, “Who?” etc.
Find out the interests of your interlocutor and the conditions for their satisfaction.
Find out the attitude of your interlocutor to the situation under discussion: “What do you think about this?”, “How do you feel about this?”.
Suggest in the form of questions, a different (your) solution to the problem: “Can we do this ..?”, “Why don’t we pay attention to such and such an option ..?”, while arguing your proposal. This is much better than openly saying: "I suggest ...", "Let's do it this way ...", "I think ...".
Be interested in what the statement of your interlocutor is based on: “What do you proceed from?”, “Why exactly?”, “What is the reason for this?”.
Clarify everything that is unclear to you: “What (how) exactly?”, “What exactly ..?”, “Because of what?”.
Find out the unaccounted for points, both personal and business: “What did we forget?”, “What issue did we not discuss?”, “What is missing?”,
If there are doubts, specify their reasons: “What is stopping you?”, “What worries you (does not suit you)?”, “What is the reason for the doubts?”, “Why is this unrealistic?”.
Characteristic features of open questions:
- Activation of the interlocutor, such questions make him think about the answers and express them;
- The partner, at his own discretion, chooses what information and arguments to present to us;
- With an open question, we bring the interlocutor out of the state of restraint and isolation and eliminate possible barriers in communication;
- The partner becomes a source of information, ideas and suggestions.
Since, when answering open questions, the interlocutor has the opportunity to avoid a specific answer, divert the conversation to the side or share only information that is beneficial to him, it is recommended to ask basic and secondary, clarifying and leading questions.
Main questions- are planned in advance, can be both open and closed.
Secondary or follow-up questions- spontaneous or planned, they are set to clarify the answers to the main questions that have already been given.
Clarifying questions require short and concise answers. They are asked in case of doubt to clarify the nuances. People are almost always willing to delve into the details and nuances of their affairs, so there is no problem here. Unless we ourselves often neglect to ask clarifying questions, while our interlocutors only expect this from us in order to make sure that we understand everything correctly. Don't be shy and don't forget to ask clarifying questions!
Suggestive questions these are questions that make a certain answer obvious in terms of content, i.e. formulated in such a way as to tell the person what he should say. It is recommended to ask leading questions when you are dealing with timid and indecisive people, to summarize the conversation, or if the interlocutor started talking and you need to return the conversation to the right (business) track, or if you need to confirm the correctness of your judgment (belief in the profitability of your offer) .
Leading questions sound extremely intrusive. They almost force the interlocutor to recognize the correctness of your judgments and agree with you. Therefore, they must be used with extreme caution.
Rhetorical questions are set in order to evoke the desired reaction in people (enlist support, focus attention, point out unresolved problems) and do not require a direct answer. Such questions also enhance the character and feelings in the speaker's sentence, making the text richer and more emotional. Example: “When, finally, will people learn to understand each other?”, “Is it possible to consider what happened as a normal phenomenon?”.
Rhetorical questions should be formulated in such a way that they sound short and concise, relevant and understandable. Approval and understanding here is - silence in response.
provocative questions are set in order to cause a storm of emotions in the interlocutor (opponent), so that a person, in a fit of passion, gives out hidden information, blurts out something superfluous. Provocative questions are pure water manipulative influence but it is sometimes necessary for the good of the cause. Just do not forget, before asking such a question, calculate all the risks associated with it. After all, by asking provocative questions you are somewhat challenging.
Confusing Questions transfer attention to the area of interest of the questioner, which lies away from the main direction of the conversation. Such questions are asked either unintentionally (if you are interested in the topic of conversation, you should not ask about things that have nothing to do with it) or deliberately because of the desire to solve some of your own problems, to direct the conversation in the direction you need. If, to your confusing question, the interlocutor suggests that you not be distracted from the topic under discussion, do so, but at the same time note that you want to consider and discuss the topic you have stated at another time.
Also, confusing questions are asked to simply get away from the topic of conversation, either because it is not interesting (if you value communication with this person, you should not do this), or it is inconvenient.
relay questions- are aimed at being ahead of the curve and require the ability to grasp the partner's remarks on the fly and provoke him to further reveal his position. For example: “Do you mean by this what? ..”.
Questions to demonstrate your knowledge. Their goal is to show off their own erudition and competence in front of other participants in the conversation, to earn the respect of a partner. This is some form of self-affirmation. When asking such questions, one must be really, and not superficially competent. Because you yourself may be asked to give a detailed answer to your own question.
mirror question contains part of the statement uttered by the interlocutor. It is set so that a person sees his statement from the other side, this helps to optimize the dialogue, give it genuine meaning and openness. For example, for the phrase " Don't ever give me this again!", the question follows -" Not instruct you? Is there anyone else who could do this just as well?»
The question "Why?" used in this case would cause a defensive reaction, in the form of excuses, excuses and the search for imaginary reasons, and could even end in accusations and lead to conflict. The mirror question gives a much better result.
Alternative question Asked in the form of an open question, but contains several answers. For example: “Why did you choose the profession of an engineer: did you consciously follow in the footsteps of your parents or decided to enter the campaign, together with a friend, or maybe you yourself don’t know why?”. Alternative questions are asked to activate a taciturn interlocutor.
The question that fills the silence. good right question you can fill an awkward pause that sometimes occurs in a conversation.
soothing questions have a noticeable calming effect in difficult situations. You should be familiar with them if you have small children. If they are upset about something, you can distract and calm them down by asking a few questions. This technique works immediately, because you have to answer questions, thereby being distracted. In the same way, you can calm an adult.
Assumes compliance with the following rules:
Brevity is the soul of wit. The question should be short, clear and to the point. This increases the likelihood of a response. When you start complex, lengthy discussions, go far from the topic, you can generally forget what exactly you wanted to ask. And your interlocutor, while you state your question for five minutes, puzzles over what exactly you want to ask him. And it may happen that the question remains unheard or misunderstood. If you really want to go from afar, let the explanation (prehistory) sound first, and then a clear and short question.
So that the interlocutor, after your questions, does not have the feeling that he is under interrogation, soften them by intonation. The tone of your question should not show that you are demanding an answer (of course, if this is not a situation where you have no other choice), it should sound casual. Sometimes it will be right to ask the person you are talking to, ask permission - "Can I ask you a few questions to clarify?"
The ability to ask questions is inextricably linked with the ability to listen to the interlocutor. People are very responsive to those who listen to them carefully. And they will treat your question with the same degree of care. It is also important not only to show your culture and interest, but also not to miss information that may serve as a pretext for clarifying questions or for correcting what has already been prepared.
Most people, for various reasons, are not ready to answer direct questions (someone has difficulty in presenting, and someone is afraid to convey incorrect information, some do not know the subject well enough, others are limited by personal or corporate ethics, the reason may be restraint or shyness, etc. . P.). In order for a person to give you an answer no matter what, you need to interest him, explain to him that answering your questions is in his interests.
Do not ask a question that begins with the words: “How could you…?” or “Why don’t you…?”. right question this is a request for information, but not as a hidden charge. When the situation requires expressing dissatisfaction with the actions of a partner, it is better to firmly but tactfully tell him about it in an affirmative form, and not in the form of a question.
So, knowing how to ask the right questions, you can get the (professional) information you need from the interlocutor, understand and get to know him better, find out his position and motives for actions, make relations with him more sincere and trusting (friendly), activate for further cooperation, and also discover weak sides and give him the opportunity to figure out what he is mistaken about. It is understandable why psychologists often talk about art, and not about ability to ask questions.
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The quality of the answer depends not only on who we ask the question to, but also on how we ask it. By asking the wrong question, you are almost guaranteed to get the wrong answer. The right questions significantly increase the chances of a consultation, useful information. Let's try to figure out what needs to be done for this.
5 Asker Mistakes
1. Ask a question that already has an answer
Very often the questioner has his own version of the answer, and he wants to check it. In this case, it is important that the question does not contain indications of the "correct" answer. Examples of such questions are: “Do we need to take on this order?”, “I think it will hold up, do you think so too?”, “Do you agree that it will work?” etc. When the question is directed from the boss to the subordinate, the probability of getting the desired answer increases many times over. If you really want to know the opinion of the interlocutor, and not just decided to share with him, do not let us understand that you are only waiting for his approval.
2. Ask a closed question
Closed questions are those that have a limited number of answers. Usually two or three. The most famous example is Shakespeare's "to be or not to be". If you are not Shakespeare, you should not drive the respondent into the framework. It is possible that there are many more possibilities beyond. A simple example: your boss loads you with extra work. "Agree or refuse?" - you ask a friend, thereby missing the option "Agree, but for an increase in salary."
3. Pretend to understand the answer, although it is not.
Not all answers are equally clear. An obscure answer is useless. If you are not sure that you understood the interlocutor, you should not hide this fact. Often managers are afraid to ask for clarifications, as this supposedly demonstrates their incompetence. Meanwhile, former CEO General Electric Jack Welch, in his book Winning, argues that leaders should be the ones who ask the most questions and their questions should be the best.
4. Put pressure on the responder
"What the hell are you doing with the project?" “Are you even going to work?”, “What the hell are you showing me?” - in all these cases, the questioner will receive only . If your goal is to get the employee to admit guilt, then you are doing everything right. If the goal is to understand the problem, then pressure on the respondent will only hurt. Business consultant Michael Marquardt writes that when defensive, people tend to see themselves as part of the problem rather than as a source of possible solutions.
wittaya2499/depositphotos.com5. Ask a series of questions
This method is so good that it is used deliberately when they do not want to hear the answer. Just ask the interlocutor a lot of questions in a row, preferably interrupting him. And that's it. Him, and you will not receive an answer to any of the questions.
Asking the right questions eliminates the need to know all the answers.
Donald Peterson, Ford CEO (1985–1989)
5 good ideas for the right questions
1. Prepare
If you have a conversation where you will ask important questions, it makes sense to prepare in advance: determine the essence of the problem and the purpose of the conversation, sketch out a list of questions.
2. Formulate the question in one sentence
Business consultant Jeff Haden suggests using this technique to get rid of the "clues" in questions. Plus, short questions tend to be easier to understand. Trying to keep within one sentence, you yourself will better understand the essence of the problem.
3. Formulate several options for the question
In the process of preparation, it is advisable to choose several options for the same question. This will allow you to look at the problem from different angles. It can be useful to set the same one for different time intervals. For example, not “What can be done to increase sales?” But “What can be done to increase sales in the next month?”.
eteimaging/Depositphotos.com 4. Start questions with the word "why"
Such questions are aimed at identifying the cause. "Why" softens directive questions very well. For example, instead of “You still haven’t submitted the project. What's happening?" it is better to ask “Why can’t I deliver the project on time?”. There is even a special technique for identifying hidden causes -.
5. Ask clarifying questions
Among the important questions, there are few that require a short, clear and single answer. Much more often, we are faced with problems that have many solutions, and the consequences are difficult to assess. Several consecutive questions asked, each of which develops and refines the previous one, allows you to get deeper and more useful answers. If a question becomes an occasion for dialogue, discussion, discussion, this is a good question.
For most people, asking questions is as natural as walking or eating. They don't think about whether it's good or bad for them. But if it depends on the correct answer, it makes sense to work on the quality of the questions. Do you use any special techniques to ask good questions?