Great Questions – Better Strategy

Asking great questions is a powerful technique for many reasons.

Because strategy is a fundamental issue in any organization’s performance – asking the right questions can be critical in assessing strengths, confusion and inefficiencies.

Seven Strategy Questions

Harvard professor Charles Williams wrote Seven Strategy Questions: A Simple Approach for Better Execution. Here, I’ve adapted his questions to address multiple sectors.

 1. Who is your organization’s target audience – the primary beneficiary of the value you seek to create?

2. How do organization values influence prioritization of stakeholders?

3. Which performance variables are most influential and are they carefully monitored?

4. What do you signal is in or out with the choices you make?

5. How are you ensuring connections inside your organization with external realities?

6. Is employee commitment to help each other robust?

7. What difficult uncertainties cause persistent, sleepless anxiety for leadership?

Application

If you and others answer these questions – the same – your strategy will be better and shared. Ask them often, as needed, change the answers. Williams has advice about how to ask questions. He suggests questions are:

Posed face-to-face to encourage authentic engagement.

Asked throughout the organization, not just at the top.

Essential tools for functional leaders since they are central to performance.

A vital way to debate what is right, not who is right.

A prompt for new actions.

Question  Avoidance

When it’s not safe or appropriate to ask questions openly, performance suffers. Symptoms can include poor coordination, confusion, redundancy, and low achievement. Communities, organizations and people unwilling or unable to ask questions pose special challenges. This often indicates a lack of accountability. Performance doesn’t matter enough.

We spend lots of time generating questions, thinking about them, seeking answers to them with and for others. They’re central to our enterprise. Questions about strategy are an important feature of a high-performance culture. They can provoke thinking, decisions and action. Welcome them. Learn from them.

Lisa Wyatt Knowlton, Ed. D. is a partner in Phillip Wyatt Knowlton, Inc. PWK is a performance management resource for systems and social change with clients worldwide. She is also an author and  W.K. Kellogg Leadership Fellow. For more, see : www.pwkinc.com

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