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Seven secrets to asking questions that get you more businessBy Terry Bragg Ask the right questions and you can easily grow your business. Ask an inappropriate question, ask the right question in the wrong way, or ask the right question at the wrong time, and you may be out of business. You ask questions to gather information, to solve problems, to sell your product, and to make critical business decisions. Master the art of asking questions to grow your business by applying these seven secrets. 1. Know your goal when asking questions. What is the outcome you want from asking the question? You can use questions in many ways. You can use questions to gather information, to clarify your understanding, to confirm an agreement, to direct someone to take action, or to identify feelings. Know your outcome so you can ask the right questions to achieve that outcome. 2. Keep questions simple. Complex questions are difficult to answer, and the answers are difficult to understand. The simpler the question, the easier it is to answer. Answers to simple questions are also easier to understand. Don’t compound questions. Ask one question at a time, and break complex issues into smaller chunks. 3. Use the funnel technique. Go from broad to narrow. Ask general questions first, before asking specific detailed questions. People are more likely to answer detailed questions when they understand how they fit into the big picture. If you start with specific questions expecting precise answers, you may overlook something. Specific questions assume you already know what is going on. If you really don’t know what is going on, asking specific questions may mislead you. For example, begin by asking the broader question "How are your sales?" Instead of the more specific question "What’s the cause of lower sales in department X?" 4. Ask open-ended questions. You can ask two types of questions: closed and open. When you ask closed-ended questions, the other person can only answer yes or no. Asking a series of closed-ended questions can create resentment because people feel you are trying to manipulate them with the questions. For example, lawyers use closed-ended questions to guide witnesses to predetermined responses. When you ask open-ended questions, the other person cannot answer yes or no. Open-ended questions open the dialogue process. They allow the other person to volunteer information to you. Believe me, in many situations, they will tell you things you don’t expect. You ask open-ended questions by asking who, what, when, where, why, and how. It doesn’t make sense to answer these questions with a yes or no. Be careful of asking why because many people feel compelled to give you an answer that sounds good instead of the real reason. 5. Be non-threatening. If a person feels threatened by your question, they will avoid answering it or they will withhold information. People will not open up to you if they fear embarrassment or harm by answering your questions. Do not ask questions that imply blame or make accusations. Do not ask "How could you . . . ?" "Why didn’t you . . . ?" Do not use questions to manipulate people. People resent manipulation. Manipulation creates resistance and resentment. 6. Ask permission. Soften your questions by asking permission to ask them. Say "May I ask about . . . ?" "Let me ask you this . . ." People rarely say no, and asking permission reduces their defenses. 7. Explain the purpose of your question. If you must ask questions that the other person may object to answering, explain how you will use their responses, or why you need the answers. Give them the big picture of what you are trying to do and where you are going with your questions. This will address their concern that you may be trying to manipulate them. Apply the seven principles for asking questions, and watch your business grow. Terry Bragg and Peacemakers Training offers a variety of tools for promoting, maintaining, and recognizing excellence in your workplace. We also offer tools for helping you achieve and maintain personal excellence. To learn more about these tools, click here: Tools for Workplace and Personal Excellence To find out more about Terry's book, 31 Days to High Self-Esteem, click here: 31 Days to High Self-Esteem To learn more about onsite seminars and workshops for improving interpersonal relationships, resolving conflict, and promoting and maintaining excellence in your workplace, click here: Seminars & Workshops ©2000 All rights reserved Terry Bragg•Peacemakers Training Terry Bragg runs a company called Peacemakers Training in Salt Lake City, Utah, and is the author of the book 31 Days to High Self-Esteem. He works with organizations to create a workplace where people want to work, and with managers who want their people to work together better. If you want your organization or your people to have more energy, more trust, more respect, and more meaning, please contact him at: Peacemakers Training Subscribe to our Free
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