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Much of an executive's workday is spent Asking others for advice --asking status updates from a team leader, by way of example, or

questioning a counterpart at a tense negotiation. Yet unlike professionals like litigators, journalists, and physicians, who are

taught how to ask questions as an essential part of their training, few executives consider questioning as a skill that could be

honed--or consider how their own answers to questions can make conversations more productive.

That is a missed opportunity. Questioning is A uniquely powerful tool for unlocking value in organizations: It hastens learning

and the exchange of thoughts, it hastens innovation and performance improvement, it builds rapport and trust among staff members.

Plus it can mitigate business risk by uncovering unforeseen pitfalls and dangers.

For many folks, questioning comes easily. Their natural inquisitiveness, emotional intelligence, and ability to see people place

the perfect query on the tip of their tongue. But most of us don't ask enough questions, nor do we present our queries in an

optimal manner.

We obviously improve our emotional intelligence, which then causes us much better questioners--a virtuous cycle. In this article,

we draw on insights from behavioral science research to research the way the way we frame questions and choose to reply our

counterparts can influence the results of conversations. We offer advice for selecting the ideal kind, tone, arrangement, and

framing of questions and for determining what and how much information to share to reap the most benefit from our interactions,

not just for ourselves but also for our associations.

Don't Ask, Don't Get

"Be a good listener," Dale Carnegie advised in his 1936 classic How to Win Friends and Influence People. "Ask questions the Other

man will enjoy replying." More than 80 Decades later, most folks still Fail to heed Carnegie's sage advice. When one of us

(Alison) began studying Conversations at Harvard Business School many years back, she immediately arrived At a foundational

penetration: People do not ask enough questions. In Reality, among The most common complaints people make after having a

conversation, like an Interview, a first date, or even a work meeting, is"I wish [s/he] had asked me more Questions" and"I can not

believe [s/he] did not ask me any questions"