6 ms·

VP in my org does this, and it really disarms the room. She’s big on that exact phrase of “this could be a really stupid question, but…” She’s also really goo

VP in my org does this, and it really disarms the room. She’s big on that exact phrase of “this could be a really stupid question, but…” She’s also really good about making sure other people are rewarded for doing the same by reassuring someone asking what might be a dumb question as, “that’s a a great question and I’m sure others were wondering the same…” before responding. Great leadership, IMO.

microtonal 5y ago
In the group where I did my PhD, one of the professors would do this (but without pre-announcing). He would start with really basic questions and gradually build up to more complex questions. This was great for two reasons: 1. it builds up large common ground for understanding; 2. if someone in a leadership position does this, others will not feel ashamed of asking questions that they think may be basic.
- yummypaint 5y ago
  My PhD advisor was great at doing this. Just having him in attendance at colloquium made the talks more informative.
- deleted 5y ago
  [deleted]
nzealand 5y ago
An EVP of Ops of a fortune 500 did this to an entire room of functional experts. We were there to discuss a technical implementation. She kicked it off by saying "Let me start by asking a simple question, why do we do this function?" I am now considered a domain expert. I love this question. It surprises me at how few people start with the why, or even can articulate the why. The room of experts, were assembled to roll out a new product in their area of functional expertise. None of us had an articulate answer as to the why. She kept on asking. She gently challenged bad answers with a follow up why. Then when everyone gave up, she gave her answer as to the why. It was brilliant. Always start with the why. Then ask why again. Keep on asking until you understand why.
- beaner 5y ago
  If it was just a setup to eventually providing an answer she already had in her pocket, is that the same thing really that's being discussed? Willingness to look stupid and earnestness to find an answer?
  - nzealand 5y ago
    I like to assume everyone has a positive intent, until proven otherwise. I always ask people why, because I sometimes learn something new, I often learn about the knowledge level of the other participants, and it anchors everyone to the fundamental problem we are trying to solve.
  - ValentineC 5y ago
    Sounds a bit like the Socratic method [1], just used for making sure everyone is aligned with the fundamental goals. As someone who's recently been put in a position to make sure everyone's aligned (and failing quite a bit at it), it sounds like genius, in my opinion. [1] https://en.wikipedia.org/wiki/Socratic_method https://en.wikipedia.org/wiki/Socratic_method
    - whatshisface 5y ago
      The Socratic method is where they eventually realize the answer, not one where you make them all feel frustrated before finally revealing it.
      - catach 5y ago
        I assume frustration levels for both come down to the soft skills used to run the process.
      - sitkack 5y ago
        Wielded w/o skill, the Socratic Method comes of patronizing and trite. To stay respectful, it is polite to negotiate with all participants in its use.
      - 5y ago
shaldjfb 5y ago
I would honestly take a hefty payout to work for this person.
jimkleiber 5y ago
I love these examples, they helped me realize that I'll often preface "this could be a really stupid question" and then ask the question—even though I'm quite confident I already know the answer—because I had sensed that other people in the room might have been feeling lost. I actually do this quite often, even when I'm hearing two people talk with each other but actually talking past each other. Also, I just took a training and observed the trainer hear a participant say that she felt frustrated with the process, and then the trainer immediately asked the room something like, "How many other people are feeling frustrated as well?" And of course, numerous hands went up, and it seemed to help show the person she wasn't alone.
browningstreet 5y ago
Long time CTO here. I brazenly and declaratively ask stupid questions and suggest stupid ideas. It usually leads to a break in a logjam, and I recognize that people in the room don’t always feel as free as me to be naive or uninformed. It’s the nature of my job and the coverage I need to manage across the org… devs aren’t as inclined to go this route, but this is also why some of my personality driven PMs are often so successful in a similar vein… they’re not invested in being or looking right, or even smart.
rStar 5y ago
fuck that it’s salesmanship, and salesmen make poor leaders.
- rStar 5y ago
  which as a salesman i’m definitely in position to comment
makeset 5y ago
Yes, thank you, this is very important. Whenever someone says they might be asking a stupid question, I make sure to interrupt and remind that there are no stupid questions, only stupid people asking questions.

microtonal 5y ago

In the group where I did my PhD, one of the professors would do this (but without pre-announcing). He would start with really basic questions and gradually build up to more complex questions. This was great for two reasons: 1. it builds up large common ground for understanding; 2. if someone in a leadership position does this, others will not feel ashamed of asking questions that they think may be basic.

yummypaint 5y ago
My PhD advisor was great at doing this. Just having him in attendance at colloquium made the talks more informative.
deleted 5y ago
[deleted]

nzealand 5y ago

An EVP of Ops of a fortune 500 did this to an entire room of functional experts. We were there to discuss a technical implementation. She kicked it off by saying "Let me start by asking a simple question, why do we do this function?" I am now considered a domain expert. I love this question. It surprises me at how few people start with the why, or even can articulate the why. The room of experts, were assembled to roll out a new product in their area of functional expertise. None of us had an articulate answer as to the why. She kept on asking. She gently challenged bad answers with a follow up why. Then when everyone gave up, she gave her answer as to the why. It was brilliant. Always start with the why. Then ask why again. Keep on asking until you understand why.

beaner 5y ago
If it was just a setup to eventually providing an answer she already had in her pocket, is that the same thing really that's being discussed? Willingness to look stupid and earnestness to find an answer?
- nzealand 5y ago
  I like to assume everyone has a positive intent, until proven otherwise. I always ask people why, because I sometimes learn something new, I often learn about the knowledge level of the other participants, and it anchors everyone to the fundamental problem we are trying to solve.
- ValentineC 5y ago
  Sounds a bit like the Socratic method [1], just used for making sure everyone is aligned with the fundamental goals. As someone who's recently been put in a position to make sure everyone's aligned (and failing quite a bit at it), it sounds like genius, in my opinion. [1] https://en.wikipedia.org/wiki/Socratic_method https://en.wikipedia.org/wiki/Socratic_method
  - whatshisface 5y ago
    The Socratic method is where they eventually realize the answer, not one where you make them all feel frustrated before finally revealing it.
    - catach 5y ago
      I assume frustration levels for both come down to the soft skills used to run the process.
    - sitkack 5y ago
      Wielded w/o skill, the Socratic Method comes of patronizing and trite. To stay respectful, it is polite to negotiate with all participants in its use.
    - 5y ago

shaldjfb 5y ago

I would honestly take a hefty payout to work for this person.

jimkleiber 5y ago

I love these examples, they helped me realize that I'll often preface "this could be a really stupid question" and then ask the question—even though I'm quite confident I already know the answer—because I had sensed that other people in the room might have been feeling lost. I actually do this quite often, even when I'm hearing two people talk with each other but actually talking past each other. Also, I just took a training and observed the trainer hear a participant say that she felt frustrated with the process, and then the trainer immediately asked the room something like, "How many other people are feeling frustrated as well?" And of course, numerous hands went up, and it seemed to help show the person she wasn't alone.

browningstreet 5y ago

Long time CTO here. I brazenly and declaratively ask stupid questions and suggest stupid ideas. It usually leads to a break in a logjam, and I recognize that people in the room don’t always feel as free as me to be naive or uninformed. It’s the nature of my job and the coverage I need to manage across the org… devs aren’t as inclined to go this route, but this is also why some of my personality driven PMs are often so successful in a similar vein… they’re not invested in being or looking right, or even smart.

rStar 5y ago

fuck that it’s salesmanship, and salesmen make poor leaders.

rStar 5y ago
which as a salesman i’m definitely in position to comment

makeset 5y ago

Yes, thank you, this is very important. Whenever someone says they might be asking a stupid question, I make sure to interrupt and remind that there are no stupid questions, only stupid people asking questions.