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Questions can help move your project forward and solve issues. Sometimes, questions allow you to discover common ground or interest that will strengthen work relationships. But we need to be mindful with them.
I’ve recently thought about some of my experiences as a project manager. I’ve contributed to different teams, and I’ve led other teams. In both instances, I have the same doubt: Do I ask too many questions of them? I want to share some things I’ve learned about this over the years. If you’ve ever faced the same concern, keep these tips in mind.
1. Explain what motivates you to ask questions. You need to understand what motivates you to ask questions. Is it out of curiosity? Is it a way to build rapport with your teams? Is it because you anticipate questions other stakeholders will ask you? Is it part of your routine to check in with the team? Is it to solve a problem?
If you are intellectually curious about their work, clearly state that. Then you can decide if you need training that can bring you more answers.
If you want to build rapport, some team members expect you to ask questions not only about work, but also about family and important personal events (birthdays, weddings, etc.). For some colleagues, it is essential to know people personally to work with them—but others want to refrain from talking about these things.
If it is your routine to check in, discuss that with the team.
If you want to solve a problem, ask questions until you get to the root of the issue.
Questioning is also a way to help people. Perhaps a colleague cannot verbalize issues that he or she faced, and by asking questions, you may understand that they need help.
Each of these reasons is valid, but you need to explain it to the team.
2. Keep the answers. In the rush, you may ask a question and get the needed answer—and then not document it. Then, one week later, you ask the same question. That can be interpreted as a lack of interest. If you have the answers, document them.
In uncertain environments, the same question can result in a different answer because some elements have changed. So you can say something like this: “I remember you told me that feature was going to be delivered Week X. Is that still the case?” You will show that you listened properly to the answer. If you don’t remember it, be honest about that.
And even if you explain your reasons for asking questions to your team members, don’t expect everyone to react similarly.
3. Observe behaviors and tailor your reaction. There are many reasons you might face difficulty with a line of questioning:
Some people will be reluctant to answer some questions if they sense you want to micromanage them or control their actions.
They may think it is a waste of time because the questions are outside your remit.
Others may think you are intrusive and wonder why you need to know these answers.
Some will interpret it as a lack of trust. It will also depend on whether you ask only some people rather than others.
On the other spectrum, some team members will view it as a lack of interest if you don’t ask them questions about their work. Don’t neglect the intercultural aspect, and the power dynamic you are in.
Responses will also depend on the number of questions you ask. Do you ask open or closed-ended questions? If each meeting comes across like a police interrogation, it will be unpleasant for team members.
And if you ask questions, do you allow people to ask them in return? You should allow some time for this, as they may be curious about what you’re doing. I once contributed to a project where I had many questions. I would have loved to ask the project manager, but I didn’t dare. To help make them feel more at ease, you can end your questions with an invitation: “Do you have any questions you’d like to ask me?”
And be careful that no question you ask comes across as hurtful. Even if a question is asked with good intent, it can still come across the wrong way (“That was with good intent” isn’t an excuse). Be careful with your words and tone.
What kind of experiences have you had with questions (on both sides)?
Very interesting topic! Especially Part 3. I have started to try to keep more attention to tailoring number and typology of questions to each team member. Some people really needs to be asked about their job every day and others no (it would look to them as I am bothering them). I have been trying to take notes about these tailoring concepts. I feel I will reach a more stable relationship between me and my team.
I think one question we must ask to engage the team as well starts with "How " .. How do you think we can solve this? Allows them to be part of the solution.
Your reflections on the role of questions in project management offer valuable insights into the nuances of team dynamics and effective communication. It's clear that you recognize the power of questions not only as tools for gathering information but also as instruments for building relationships and fostering an open, collaborative environment.
Your approach to questioning, grounded in a thoughtful understanding of the motivations behind it, strikes a balance between seeking information and respecting team dynamics. The tips you've shared are practical and resonate deeply with anyone who has navigated the complexities of team management.
Your emphasis on explaining the motivations behind your questions is crucial. It helps in setting the context and making your team members comfortable, whether the questions are about project details, personal rapport-building, or problem-solving.
The point about documenting answers is particularly important. It demonstrates respect for the information shared and helps avoid redundant questioning, which can be a source of frustration.
Your advice on tailoring questions to individual behaviors and being mindful of the power dynamics and cultural aspects in a team is a testament to your empathetic leadership style. This approach not only aids in effective communication but also builds trust and inclusivity within the team.
The point about encouraging reciprocal questioning is a great way to create a more democratic and engaging team environment. It invites openness and shows that you value the thoughts and opinions of your team members.
Your insights provide a comprehensive guide on how to use questioning effectively in project management. It's a reminder that the art of asking questions is as much about listening and understanding as it is about obtaining information.
To further this discussion, I'm curious to know: How have you seen the approach to questioning evolve in project management over the years, especially with the shift towards more agile and remote working environments? Additionally, how do you balance the need to ask questions with the risk of being perceived as micromanaging, especially in high-stakes projects?
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