How to take your workplace conversations to the next level

For anyone stepping into a management role for the first time, effective communication is essential. As you navigate the complexities of leadership, the way you communicate with your team can significantly impact its performance, morale and overall cohesion. In fact, it’s estimated that 70 per cent of the variance in team engagement is determined solely by the manager. One powerful method to elevate your workplace conversations and foster a more engaged and collaborative environment is through a technique known as ‘purposeful enquiry’.

Purposeful enquiry is not just about curiosity or simply asking more questions, it's also about learning how to ask questions in the flow of work that are intentionally designed to stimulate the thinking of the other person you’re speaking with. Shifting the typical emphasis away from directing/telling towards a more inclusive and enabling ask-based approach acknowledges the other person and invites them to reflect for themselves.

Understanding the role of purposeful enquiry

Forming part of an approach called Operational Coaching®, purposeful enquiry involves being present in the moment and asking thought-provoking questions that prompt deeper reflection and discussion, but asked in an authentic and sincere way as a part of natural dialogue. Beyond curiosity, the goal isn’t to ask questions to gather information so that you can solve the problems brought to you with brilliance. Rather, it’s to facilitate a process in which team members can explore different perspectives, challenge their own assumptions and generate new insights for themselves, potentially leading to more innovative and effective outcomes.

So how can you adopt purposeful enquiry and Operational Coaching® into your own management style and elevate the power of your conversations?

Focus on “what?” instead of “why?”

How we ask questions is crucial. A common pitfall in workplace conversations is the overuse of “why” questions, which can often come across as accusatory or critical. For instance, asking “why did you choose that approach?” might make someone feel defensive, as if they need to justify their decision.

Instead, try framing your questions with “what?” or “how?”, which are less likely to be perceived as confrontational. For example, you might ask, “what led you to choose that approach?” or “how did you arrive at that decision?” These types of questions focus on the process and reasoning behind a decision, rather than questioning the decision itself, which can lead to more productive and insightful discussions.

Embrace silence and listen actively

After asking a question, it’s important not to fill the silence with the sound of your own voice. Initially, this can be challenging, especially if you’re used to leading conversations, but it’s essential for giving team members the space to think and respond.

When they do respond, listen actively by focusing on what they’re saying without interrupting, observing their body language and making sure to acknowledge their contributions. This not only encourages more open communication but also helps you gain a deeper understanding of their perspectives and insights.

Seek to build confidence

Enabling others should be high the management priority list. By asking well-intentioned questions, you’re encouraging your team members to think critically, explore different solutions and take ownership for the outcomes of their work. This can be especially valuable for newer or less experienced team members who may need extra support in developing their decision-making skills.

For example, instead of providing a solution yourself, you might ask, “what options have you considered?” or “what do you think would be the best way forward?” These questions prompt your team members to think for themselves, which can help build their confidence and independence over time.

A new approach to management…?

As opposed to more formulaic, sit-down approaches to coaching, Operational Coaching®, built around purposeful enquiry, is designed to bring coaching into the flow of work; where every conversation offers an opportunity to help people develop, fostering a culture of inclusivity and collaborative thinking.

As an approach to management, Operational Coaching® was found to be effective in a recent study sponsored by the UK government and conducted by the London School of Economics (LSE).

Managers undertaking a development programme learned to apply a new management model designed to help them develop an awareness of their personal impact and adopt new behaviours.  As they learned to ask questions more purposefully, managers became better attuned to coachable moments that occur throughout the day. As a result, the study showed that managers increased the amount of time they spent coaching team members in the flow of work by an astonishing 70 per cent.  More importantly, perhaps, by enabling others, managers reported winning anywhere between 20 and 50 per cent of their time back from not stepping into every problem brought to them, freeing them up to address higher-value tasks and protecting their own wellbeing in the process.

So, as you step into your new management role, what new distinctions could you make from considering the three tips above? By asking powerful questions, practising active listening and fostering a culture of open dialogue, you can elevate your workplace conversations and build a more engaged and continuously improving team.