Widening the Circle - How Questions Make Us Better Leaders

Our focus on solving business challenges, driven by ‘time is money’, pushes us to hasten solutions based on our insights. We often follow familiar paths and consult usual sources, yielding expected results. However, these are not always what we need, and when outcomes differ, we frequently end up going in circles.

In leadership, the situation becomes complex. People expect answers from you, including peers, colleagues, customers, bankers, and business partners. Preparing for the flood of enquiries starts with self-effort. It's not just about using questions as a tool; you can read, learn from others, or leverage AI to enhance your skills. It’s about fostering an open mindset, discovering answers rather than crafting solutions.

The comfort of the familiar

It is very easy to fall into the trap of the “usual voices.” As we rise in an organisation, we may unknowingly limit ourselves to a small group of peers or trusted advisors. Entrepreneurs often experience this as they develop a close group of people who can provide quick, affirming, and safe advice. There is enormous value in the consistency of support and guidance, but if it is exclusive, there is a risk of missing out on diverse views and of fostering an echo chamber in your leadership team.

Why widening the circle matters

Expanding options can enhance long-term decision-making. Interacting with individuals within and outside the organisation allows access to fresh, diverse perspectives that might be overlooked, from frontline employees to disengaged customers and silent partners. By leading with questions, particularly towards those we rarely consult, we achieve two outcomes: creating opportunities for improved, more informed decisions and emphasising that every voice is important, especially those typically overlooked.

Practical ways to lead with questions

Here are a few ways I’ve found useful when trying to broaden my circle of insight:

• Ask different people: have enough people in your circle to rotate who you consult. Not just the most senior or the most articulate, but seek out those who think differently, see differently, or work differently, e.g. organisation, sector, geography. Etc.
• Get used to using (more) open questions:
  • What are we missing?
  • If you were me, what would you do next?
  • What’s one thing we assume that might not be true?
• Create multiple channels for input: not everyone will speak up at a meeting. Offer anonymous feedback options, which may be integrated into your systems or provided as a simple, confidential email. Arrange small group sessions and send personal invitations for informal conversations.
• Get comfortable with silence: When you ask a good question, resist the urge to jump in with your own answer. Let people think. Let them surprise you.

What changes when you lead this way

Leading with questions isn’t about abdicating responsibility. It's about deepening understanding before making a decision.

When people feel heard, they invest more. When diverse perspectives are valued, innovation improves. Leaders who show curiosity instead of certainty model the learning culture every organisation needs to thrive.

An invitation

So, here’s my question for you: Who haven’t you asked yet?

This week, try reaching out to someone outside your usual circle. Ask them what they see that you might not. You may be surprised at what emerges. And if you have a story about a time when a fresh voice changed your thinking, I’d love to hear it.

Let’s keep asking better questions.

Here’s a great set of resources to help you ask better questions

Book: Leading with Questions: How Leaders Discover Powerful Answers by Knowing how and What to Ask by Michael J Marquardt & Bob Tiede

Article: Marc Vollerbregt: A Quick Guide to Asking Better Questions

Podcast: 'Reframe our Mindset for Success' by Paul Corke in conversation with Bob Tiede – The Mindset to Lead with Questions .

Awesome Photo by Martin Reisch on Unsplash