1. Questions
STL

2. A thought:
“Its funny how everything begins to look like a nail when the only tool you have is a hammer”

3. Types of Questions
Open
Probing
Closed
The Funnel – Questioning Model

4. Open Questions
Solicit more than a “yes” or “no” or other one-word response
Aim to get someone to talk
Are useful when you want general information
Common lead-ins are what, how, and why

5. Closed Questions Solicit a “yes” or “no” or other one-word response
Aim to limit talking or to control direction of conversation
Are useful when you want specific information
Common lead-ins are who, which, would, are, can, have, do, is, will, and may

6. Probing Questions Definition:
Questions that do not introduce a new topic but allow you to probe further to find out more information.
Examples include:
“Could you tell me more?”
“Could you give me an example?”
“Why was that?”
“Could you expand?”

7. Questions are the main way a coach explores client’s issues and helps them resolve them.
Questions need to be powerful: To find the value behind a goal for example
If you get this goal, what will it get for you? (introduces an element of doubt – not useful no one can know the future but it is better to believe the client will be successful.
When you get this goal, what will it get for you? Better as it presupposes client will get the goal and focuses client on what lies behind it.
When you get this goal, what will it mean to you? Still presupposes getting the goal but is much less precise and can lead to mixed responses between values, beliefs, past experiences, associations and other things.
When you know exactly what you want to know, it is easier to word questions correctly.

8. 5 Key characteristics – characteristic 1
Begin with the word ‘What’.
what do you want? What is important to you? What might stop you achieving this goal?
Avoid using questions that end with a ‘why’ try using ‘what is important to you about this? Why is that important to you is less precise. Similarly, ’why did you do that?’ can have an element of blame.
Avoid the ‘what should I do’ question usually aimed at you by the client as it assumes the client is helpless - answer ‘what do you want to do’.

9. Characteristic 2 Powerful questions lead to action.
These are solution oriented.
Intellectual understanding is not enough to solve problems or achieve goals.
You have to do something.

10. Characteristic 3
Powerful questions are oriented towards goals rather than problems
Coaching focuses on the present and future rather than the past
Rather than dwelling on problems good questions move the client on to a different and better future.

11. Characteristic 4
Powerful questions lead a client into the future rather than seeking explanations of the past.
These point the way forward
It is not necessary to understand how something came about to solve it.
If you are in the dark you don’t have to understand the theory of electricity in order to turn on a light switch.

12. Characteristic 5
Powerful questions contain powerful assumptions that can be helpful for a client
Basic structure of a good coaching question is
What....you.....verb....future possibilities.
Example:
‘What’ makes it specific and goal oriented?
‘You’ applies to the client and makes them accountable
The future positive leads the client towards the future they want

13. Examples of Powerful Questions
What do you want? (basic / discover goals)
What other choices do you have?(assumes options)
What will this goal get for you? (gets underlying values behind the goal)
What is important to you about that? (uncovers values)
What are you willing to give up to accomplish this? (assumes client willingness to give something up – don’t use what will you have to lose? Losing and giving up are not the same – one is voluntary the other may cause suffering.

14. Powerful questions cont’d
What are you willing to change? (more challenging and assumes change is possible and under client’s influence)
What were you trying to achieve when you did that? (good when client does something that turns out unexpected – focuses on outcomes and asks about intentions / intention could be good even if result is bad
What can you learn from that? (when a mistake is made – intention mismatches behaviour or efforts – don’t analyse the mistake get them to learn from it)

15. Powerful questions cont’d
What will you do differently next time? (follow up question from last one)
What is good about the present situation? (checks ecology and assumes there are some good things happening for the client that are worth keeping – an important question when working with goals)
What can you do to make a difference? (assumes client can make a difference)
What could be stopping you from taking action? (focuses on future again – do not ignore something that could stop clients taking action)

16. Four slightly different questions:
What is the worst thing that could happen if you did this? (evaluates bad consequences – useful if the future is uncertain)
What is the best thing that could happen if you did this? (puts client in a good state)
What is the worst thing that could happen if you did not do this? (forces a decision)
What is the best thing that could happen if you did not do this? (explores inaction)

17. A cautionary note:
There is a place for ‘how’ questions but these are secondary as they explore the means a client uses
‘How’ questions are primarily about the action plan but you need the goals and values first.
Questions beginning with ‘when’ are also useful but you need to know ‘what’ and ‘how’ before you decide ‘when’
What (goals and values), How (means and achievements), When (time)

18. Elements of a Great Question
Often begins with What or How vs. Why
Invites more than one word answers
Offers a way to explore thinking
Leaves time for thoughtful response
Builds the relationship

19. You cannot lead, coach or teach anyone without his or her permission-even someone who reports to you. Sure, you can use all the authoritarian, heavy-handed tactics you want to make people accountable for showing up and doing certain tasks. However, it won’t make people feel responsible for the larger mission or be open to your teachable point of view.
The idea is to inspire individuals and groups to produce extraordinary and tangible results, not to extract the results out of them.
The ability to accomplish your goals depends ultimately on investing in your relationships until you have built a powerful partnership that can move mountains. This means realizing your goals by helping others realize theirs. It means building your success by building the success of others. It means engaging in coaching conversations in which you support one another’s growth and development, regardless of who reports to whom.

23. May I interrupt you here ? May I ask you a question
Before intruding in “private” client space, coaches manifest respect and ask clients for permission to “enter”:
May I interrupt you here ?
May I ask you a question
Do you mind if I try to reformulate what I think I understood ? 
May I share a feeling with you ?

24. What aspects of the situation bother you? · What about this excites you? · What do you see as the critical variables here? · What would be the cost of not pursuing x? · How does this fit in with your current priorities

25. Inviting exploration
Examples: · What would that give you? · What stands out? · How would you frame the underlying problem? · How would you define the task? · How else can you look at this situation?

26. Looking beyond problems to possibilities
Examples: · What do you want? · What would it look like in y weeks, months, years from now? · What would be the ideal way to set this up? · What would be a fulfilling means to get there? · What would that give you?

27. Inviting engagement
Examples: · What is it about this that concerns you/motivates you? · What makes this important to you right now? · How do you feel about this? · How much control do you have over the situation? · At your best, what qualities, attributes, capabilities, do you bring to this situation?

28. Gaining commitment
Examples: · What option or options do you choose to take action on? · When precisely are you going to start and finish each action step? · What could arise to hinder you in taking these steps or meeting this goal? · What will you do to eliminate these external and internal factors? · What support do you need and from whom