How can leaders demonstrate responsibility by asking the right question
PwC identified three basic ways that people can use questions to demonstrate responsibility.
One way leaders can demonstrate responsibility is through the practice of asking and answering questions, according to PwC’s strategy+business.
The report identified three basic ways that leaders can use questions to both demonstrate responsibility and foster it in others.
These three approaches correlate with different ways questions can be used to distribute responsibility.
“I am responsible (for knowing the right answer)”
When leaders use questions to assume responsibility themselves, they think, talk, and behave in a way that puts them at the centre of attention.
Leaders who primarily use questions to take responsibility themselves should not expect their employees to feel comfortable asking their own questions and sharing their unique perspectives and input.
“You are responsible (for providing your own answer)”
When leaders use questions to impose responsibility on others, they think, talk, and behave in a way that suggests each needs to find their answers and make their own decisions.
Leaders who have a preference for this question strategy should not expect their employees to be aligned on what is important for their company or team to succeed, because everyone is focused on succeeding with their own projects and priorities.
“We are responsible (for co-creating the best possible answer)”
When leaders use questions to reinforce shared responsibility, they think, talk, and behave as if everyone is already on the same page.
The questions they ask are topic-focused and designed to make everyone concentrate on the same things at the same time.
Questions that used “we” had a higher response rate, provoked spontaneous positive responses that were longer and more informative than the average answer and inspired new questions and conversations. By contrast, those that used “I” often went unanswered and didn’t lead to discussions.
To model responsible behavior, leaders should focus on making small yet meaningful changes in their communication.
By doing this, they avoid creating a gap between themselves—“I”—and their employees—“you.”
Using “we” invites people to contribute. Leaders can show their understanding of responsibility and make room for everyone to feel an obligation to move the conversation forward.
