Ask Good Questions

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“You can tell whether a person is clever by their answers. You can tell whether a person is wise by their questions.” 
– Naguib Mahfouz, Egyptian writer and Nobel Prize for literature winner

Open vs Closed Questions 

Closed Questions

Closed questions typically begin with “would,” “should,” “is,” “are,” and “do you...”  They lead to yes or no, or one-word answers, discouraging the person answering from sharing their uncertainties. They are useful in getting quick information or solidifying agreement at the end of a conversation. They aren’t helpful in understanding a person’s reasoning, uncovering problems or finding solutions. They are often used in work settings to disguise/soften a request or nudge someone in a certain direction. 

  • Do you understand?  Do you agree?   
  • Don’t you think that….?
  • Should we...?
  • Would you like...?
  • Do you have a problem with that? 
  •  Is there a reason why….?    

Open Questions 

Questions that start with “who,” “what,” “where,” “when,” “how,” or “why” invite people to give some thought to their answers, sharing background, uncertainties and ambiguities rather than being forced into yes/no. Answers are longer but provide the question asker much more information about an issue, leading to deeper understanding. The Socratic method uses open questions to prompt learners to explore issues and think through answers themselves. In short, open questions help both the asker and the answerer to learn and think through an issue together. Open questions are a useful tool in communication, management, leadership, hiring, coaching, research, investigation and many other fields. 

How to Use Questions

Open Probing Questions

Use probing questions to learn more: Who, what, why, where, when, how 

  • What do you mean? How so? 
  • What caused it? What have you tried so far? 
  • How does that affect your work? 
  • How do you feel about that? 
  • Explain how/why..... 
  • What do you think might happen? What if it doesn’t work? 
  • How does that fit with our goals? 
  • How would you score that on a scale of 1-5? 
  • How are you planning to tackle this?
  • Where does this fit in your priorities?
  • Who could help with that?
  • Why? What if? 
  • What would be the benefits? What do you stand to gain?
  • What might be the risks? What other options are there? 
  • What’s your objective? How will you know if you’re successful? 
  • When does this happen? Where does it get bogged down? Who is impacted? 
  • What would you like instead? 
  • What have you tried so far? What haven’t you tried yet?
  • What’s your conclusion? 
  • What’s your action plan? What’s the next step? 
  • Is there anything else you’d like me to know? 

Open Follow Up Questions

Use follow up questions to dig deeper. 

  • Can you tell me more? What else? Tell me more about that. 
  • Why do you think that? What makes you say that? 
  • For instance? For example? 

Closed Clarifying Questions

Ask clarifying questions to check your understanding.

  • Is this what you mean? 
  • Did I paraphrase that accurately? 
  • Is that what you’d like? 
  • Is this the priority?

Closed Questions to Seal the Deal

Use closed questions at the end of the conversation to lock down agreement and commitment. 
  • So, do we agree that...? 
  • When shall we meet next? 
  • By when will you deliver this? 

Empower, Don’t Accuse 

We all know people who use questions to accuse, litigate or entrap, and we are guilty of it ourselves. Avoid the temptation to use questions in this way. Frame your questions toward the positive, empowering the answerer to help address the issue rather than trying to pin guilt on them.

ACCUSE: Why is it that nobody on this team seems to care about customers?

EMPOWER: How can we improve the customer’s experience?

ACCUSE: Why are you so unsupportive?

EMPOWER: What are your concerns about it? What needs to change to get your support?

Sample questions

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