The ability to ask insightful questions is a cornerstone of professional growth and also a coveted skill in the workplace, yet fear often holds individuals back. Newcomers are apprehensive of appearing incompetent, while seasoned professionals grapple with the anxieties of challenging established perspectives. But asking the ‘right’ questions isn’t about perfection; it’s about engaging thoughtfully and developing critical thinking. So, how can individuals muster the courage to ask effectively, and how can organisations foster a culture where every query is valued?
Rajeev Singh, an HR leader & former CHRO, Solara Active Pharma, believes learning the art of asking is often experiential. “Through their journey,” he says, “individuals gradually understand what, when, and how to ask questions.” But for those seeking a head start, several strategies can prove helpful.
“It’s not just about individuals knowing how to ask, but organisations need to provide the right culture to do so.”
Rajeev Singh, an HR leader & former CHRO, Solara Active Pharma
Firstly, active listening is key. “Connect the question to the discussion,” advises Manish Majumdar, head-HR, Centum Electronics. By understanding the context, individuals frame their questions more effectively, ensuring their relevance and coherence. This ensures the query is seen as a contribution, not an interruption, enhancing its perceived value.
Secondly, frame questions with genuine curiosity, not scepticism. This creates a more receptive environment for dialogue. “It’s not just about individuals knowing how to ask,” Singh emphasises, “organisations need to provide the right culture to do so.”
Deepti Mehta, CHRO, Interface Microsystems, reveals her approach, “To encourage fearless questions, I first make them comfortable.” Building personal connections and setting a casual tone go a long way. For newer professionals or those with limited customer interaction, such as software engineers, the challenge can be more significant. Focus group discussions and one-on-one sessions can help build confidence and break down communication barriers.
“To encourage fearless questions, I first make them comfortable. Building personal connections and setting a casual tone go a long way.”
Deepti Mehta, CHRO, Interface Microsystems
Additionally, support mechanisms such as mentoring, buddy systems, and coaching programmes can empower individuals to overcome their inhibitions. Singh emphasises managers being attuned to their team members’ needs and acting as the first line of support. Identifying individuals who hesitate and creating an encouraging environment for open dialogue is crucial.
He stresses the importance of a judgment-free environment. “The reaction to the first question a person asks and how their manager responds to it will shape their future interactions,” he warns. Managers need to be attuned to their team’s needs and create an atmosphere where seeking clarification is seen as a learning opportunity.
Identifying individual strengths is another key strategy. As Mehta reveals, “We use a ‘strength finder’ tool to assess individuals’ strengths and areas for improvement. This allows us to leverage their existing strengths while providing targeted support where needed.” This collaborative approach allows everyone to contribute their unique talents and learn from each other.
“Connect the question to the discussion. By understanding the context, individuals frame their questions more effectively, ensuring their relevance and coherence.”
Manish Majumdar, head-HR, Centum Electronics
For freshers, the fear of judgment can be crippling. Companies must create a safe space for questions and clarification. “A culture that encourages questions without judgment is crucial for employee development,” asserts Singh.
Mehta, however, takes it a step further. “We use a ‘strength finder’ tool,” she reveals. “We assess individuals on three strengths, particularly those graded lower, then focus on nurturing and optimising existing strengths.” Leveraging individual strengths fosters collaboration, allowing team members to contribute their expertise while compensating for each other’s areas of improvement.
Small group meetings can also be effective, offering a comfortable space for hesitant individuals to express themselves. This goes beyond asking questions; it encompasses the broader concept of expressing oneself through questions, debates, and brainstorming sessions.
Mehta emphasises the importance of tailoring communication styles. “Understanding whether an employee thrives in one-on-one communication or prefers written responses is crucial,” she asserts.
Finally, Singh acknowledges the role of organisational culture. “Workplace cultures vary,” he says. “Some discourage questioning authority, while others thrive on open dialogue.” Companies need to assess and adapt their cultures to empower employees to express themselves without fear.
In conclusion, fostering a culture of inquiry requires a two-pronged approach. Individuals must develop their questioning skills, while organisations must create an environment that welcomes and values every voice. By actively listening, framing questions effectively, and prioritising a safe and supportive environment, both individuals and organisations can unlock the power of asking, leading to a more engaged, collaborative, and innovative workplace.