Leadership through Systemic Moderation: 6 tips for successful questions!



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Questions determine our lives from morning to evening. Therefore, we naturally assume that we master the discipline of questioning like a professional. But to moderate questions, more is needed.

Leadership through Systemic Moderation: 6 tips for successful questions! Leadership through Systemic Moderation: 6 tips for successful questions!

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Here writes for you: Michaela Stach is a moderation expert. Profile

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Questions as the heart of moderation

Overview

Questions dominate our lives. For example: "When do you fly?", "What would you like to have breakfast for?", "Which project staff did you choose?". But the moderation requires a much more sophisticated questioning technique than is necessary in everyday life.

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Because while we often ask things in everyday life that we do not know - but the other person already has - the question in moderation has a completely different task:

The task of moderation

Overview

Moderation is not about interrogating the known, but about making something new possible. This requires a purposeful and intelligent question that inspires people to think differently.

Not for nothing did the French writer, painter and graphic artist Francis Picabia (1879 - 1953) once say:

"Our head is round so that thinking can change direction!"

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6 success factors for excellent questions

Overview

If you are looking for excellent answers, you have to put the foundation stone with excellent questions. Six success factors for successful questions:

success 1: Consideration of the moderation check

Overview

The moderation check (see part 2) accompanies us also with questions. When formulating the questions, it is important to once again clarify the objectives and general conditions of the moderation and to pay attention to the influence that the participants have on the result.

Success Factor 2: Avoid Inappropriate Questions

Overview

Avoid leading questions and closed questions that can only be answered with "yes" or "no". The stylistic device of the rhetorical question also causes more confusion.

Success Factor 3: Ask openly

Overview

Work with all open W-questions - but do not mention why, why, and why, because these question words provoke justifications. Example complacent? "Why do we lie with our sales figures already the 3. Quarter after the other in line with the targets? "The reader alone answers the question" justification mode ".

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Success Factor 4: Just ask

Overview

Questions should not attract a beauty contest, but should encourage participants to think and act. Ask in simple and understandable language so that all participants understand you. The participants should shake their heads about the answer to the question, not the question itself.

Success Factor 5: Get the participants where they are

Overview

Have a look at the participants and put them in their positions before they formulate questions. The participants' spectacles help to incorporate different perspectives into the questions. Empathy is in demand!

Success Factor 6: Visualize your question

Overview

It is presumptuous to believe that all participants will give us their full attention at the very moment when we put the question into the round. Therefore, it helps to visualize questions using whiteboard, beamer or flipchart.

Away from the problem - towards the solution

Overview

Behind every moderation is an order - but behind it is often a problem: "The mood in the team is bad", "Innovative product innovations are in short supply" or "The customers want a better service." Do not let that scare you into the fencing! After all, a decisive aspect of systemic moderation is precisely the renunciation of the problem focus - instead, it works with questions that are focused on goals, solutions and resources.

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Imagine confronting the participants of your workshop with the above problems at the beginning. This not only depresses the mood in the room, but also prevents creative solutions, because those present remain in the deficient "problem mode". Allow the participants to change their perspective for the task to be solved. You can grant the following perspectives:

The viewer's view

Overview

Conversations turn in circles - the participants are completely caught in their own sight. The everyday madness in the meeting? That does not have to be! Give your participants the gaze of the audience so that they gain distance and escape the tunnel vision. The following sample question can help: "Suppose that a stranger came in at exactly that moment. How would the situation be? And what solutions would he have? "

The look of the pioneer

Overview

Often groups lose themselves in small and small - they lose sight of the big picture. The group is proverbially not out of style. It can help to give the participants the role of a pioneer: "They all know personalities who play a pioneering role in their respective industries, who do not chase trends, but who shape them themselves. What approach would this pioneer choose in your place? "

The look of the partners

Overview

Sometimes it also helps to take the perspective of an actor who comes from our own system - the point of view of the customer, the supplier or the supervisor. Each of these actors is directly or indirectly affected by our actions. A sample question might be: "If our little customers were allowed to put together their World Gifts gifts themselves - which would be the absolute hit?"

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To see through the spectacles of other participants is to leave the indented ways of thinking and to arrive at new options. Try out the perspective changes, play with it and you will be amazed at the positive results.

Step out of the present into the future

Overview

We all have goals and dreams, but we always find reasons why we have not yet done this or that project. Bring the horse back from the back: let the sparkling wine corks already pound, and just do as if the goal had already been reached. Viewed from the sun's side, the mountain to be overcome is by no means so high. Catapulting into a positive future can take the debilitating pressure and open a clear view of the success factors and set screws you can turn on.

Give this clear view to your participants as they stand in front of the virtually insurmountable mountain.

Questions such as "Assuming that you have already increased the awareness of your product in the target group by fifty percent - what communication channels would have been particularly important for this?" In a two-step question, you can put one more thing on the agenda by deliberately focusing on the present and the future. Step 1: "Assuming we had successfully implemented the women's quota, how would we work together and communicate with each other in the leadership circle?"Step 2: "What levers can we move today to align our collaboration today?"

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With the headstand you can see better

Overview

Friendliness in dealing with the customers is everywhere written, that knows now everyone - from the management day to the cashier. But what happens when customer surveys draw a gloomy picture of the service? How should the company improve here, if already every employee has already internalized the value of the friendliness in the service? But does this really have any or is this value mere waste?

Here it helps to turn upside down: Draw the worst horror scenario! Try it out with the question: "What can we do to completely scare our customers out?" You'll be amazed at the creative answers you receive and how some employees think at the same time, whether they are not in one place or another without a bad intention, but the more momentously violated the value system. This method is especially useful in situations that are deadlocked or when participants are unaware of the effects of their behaviors.

Fill empty phrases with life

Overview

"We as a company rely on trust, transparency and appreciation of the customer" - boring, right? But why? Because every company claims these interchangeable keywords as a philosophy and prints on its website or in glossy brochures.

So what if these empty tags are nicely written by the participants on moderation cards when the job is to improve the mood in the team? Here the moderator has to ask wisely and fill these lifeless terms with life. Bring the participants back to real life. For example, through questions like "By what behaviors of your colleagues would you recognize that they raise confidence for you?"

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The best slogans are of little use if the employees do not live up to these communicated values. If the slogan "We are clearing the way" is, the employees would have to ask the question: "How can I behave that my client feels I'm paving the way?"

The view into the treasure chest

Overview

As a moderator, you can draw on the rich experience of your participants and appreciate their abilities and above all their successes. If there is a seemingly unsolvable problem in the room, the gaze automatically drifts off into the negative. Actively act as a moderator, reminding your participants of their achievements and merits they can be proud of. Help with questions like "What's going on especially well in your team, which success stories are you particularly proud of?" or "How did you manage to work so successfully last year despite the vacant position?"

Now you have come to know a wealth of possible questions. Just try it out! And do not make it too difficult. Because there is not one right question - many roads lead to Rome. Be creative as you ask, be aware of the immediate reactions and inspire your participants!

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