Have you ever been around a child who questions everything?
“What’s it like to be a mummy?” My question gained me first-hand knowledge.
“Why is the sky blue?”
“Where do babies come from?”
“Why do I have to go to sleep at 8:30 every night when I’m not tired?”
“Why do I have to go to school today?”
“How does God see everything we do, but we can’t see Him?”
Much to the chagrin of my parents and older brother, I was that child. I questioned everything. Those questions allowed me to better understand the inner workings of the things around me. Whether I was dissecting an electronic toy or making a cake like the cartoons did (whole, uncracked eggs make for a terrible batter), I wanted to know about everything.
Then something dreadful happened. I lost my curiosity. That strong desire to understand everything and take nothing at face value slipped away. I can only imagine my parents’ delight when I quit questioning everything and began accepting things at face value. Curiosity may have killed the cat. But, killing my curiosity may have stunted my ability to become more effective in the office, too.
As an employee I need to question process and policy.
“Is there a way to create efficiencies by reviewing how we do things?”
“Can we become more profitable by retooling our go-to-market strategy?”
“Does the traditional work week have a positive impact on my deliverables and how I approach my job?”
All of these questions are valid and should be asked by each of us. When we question how and why, we have a better understanding of the process and ultimately yield better results.
As a leader I need to question my employees.
“What made you decide your approach was the best for the business?”
“How does your decision positively impact those around you?”
“Is there a more efficient way to reach your goal?”
Before you begin thinking I’m a micromanager, I’m the opposite. I’m often too hands-off in my approach to leadership. As a result, my lack of questioning of my team may come across as disinterested, aloof, or uninvolved. All are personality traits I try not to have. And even more harmful, I may hinder their ability to do their job effectively and efficiently. Even worse, I may make their job harder because I don’t understand how they do their job or how to make decisions that improve the process instead of making things harder and more difficult.
My goal this month is to question something daily. If for no other reason than to better understand the business of which I’m a part.
