Last Updated Jul 21, 2011 3:50 PM EDT
"Show me a company, nonprofit, or a government leader that is struggling, and almost invariably you'll see someone who isn't sufficiently focused on asking the right questions," the Harvard Business School professor says in this interview.
What kinds of questions should leaders in trouble be asking? Here's a sample:
- Have you developed a clear vision for your enterprise?
- Have you identified three to five key priorities to achieve that vision?
- Does how you spend your time match your key priorities?
- Do you solicit actionable feedback from your key subordinates?
- Have you identified potential successors for your job?
- If you had to change your organization today with a clean sheet of paper, what would you do differently?
- Do your behaviors match your words?
- Are you pursuing a path that is consistent with your assessment of your strengths, weaknesses and passions?
Kaplan is part of a refreshing vanguard of management scholars who no longer view the CEO as a superhero, the corner office Zeus who creates value by force of will and top-down edict. Rather, the modern executive is reflective, empathetic, full of self-awareness, someone who leads by example and by motivation, not by power and fear.
What do you think? Should executives be asking questions rather than providing answers?
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