Are you afraid of asking clarifying questions?
Consultants don't ask clarifying questions when accepting tasks. But then, they misunderstand expectations and end up solving the wrong problems. Damaging their productivity and reputation.
Picture this:
Your manager asks you to do something. It's unclear what they want, so you start asking questions to better understand the task.
But then, your manager snaps at you:
"You are a consultant. It's your job to figure it out. Don't ask me these questions."
Ouch! Talk about a confidence killer, right?
I bet you don't have to imagine that. You most likely had this situation in the past.
I certainly had a few times.
After hearing those hurtful words, I decided to never ask questions again.
I'd just take tasks and run with them.
Seemed like a good idea at the time.
But here's the thing: I was dead wrong.
It wasn't until I became a manager that I realized how much damage I'd done to myself.
I could see how often consultants missed the right context and expectations. Then, they solved the wrong problems and wasted time.
Here's the deal: misunderstanding the problem and expectations is like trying to hit a target blindfolded.
You might get lucky but most likely miss by a mile.
Remember this.
Every time you accept the task, you make an implicit decision.
You want to feel uncomfortable now, asking questions and producing great outputs.
Or look stupid later when you do something wrong.
If you choose the former, here are the things you can do:
1. Ask clarifying questions.
Ensure you understand every task's Why, How, and When.
Without these answers, your chances of success are very low.
2. Play back your understanding.
Make sure you and your manager are on the same page.
Paraphrase and summarize.
3. Align on approach and outputs.
To further derisk the execution, you can suggest your approach and outputs.
It feels a little bit uncomfortable to expose your thinking.
But this way, you can catch your mistakes and misalignment early.
But won't I annoy my manager with all these questions? I hear you asking.
The secret here is the right phrasing.
You don't ask for advice on how to do your job. You want to understand your leaders' expectations. Make sure to use the word 'expectations' in your questions.
For example, you could say:
“Thanks. I think I understand what you want me to do. But just to ensure we are fully aligned, do you have any specific expectations of how this slide should look like? Or how should I approach it? If not, I am thinking of doing it this way… What do you think?“
This way, you give your leaders opportunities to share their specific expectations. And if they don’t have any, at least you know.
You can't read minds, after all.
Remember, asking questions isn't a sign of weakness. It's a sign that you care about doing the job right. And don't waste your leader's or your own time.
So, next time you're given a task, take a deep breath and ask those questions. Your future self (and your manager) will thank you.
Interestingly enough, consultants often struggle with this fairly straightforward skill.
When they do it the first time, they feel awkward.
That is why consultants practice accepting tasks in the Hero's Journey coaching program. It takes them at least 3-4 exercises to become more or less comfortable with asking these questions.
We also discuss specific red flags and triggers they must avoid, certain verbiage that makes them safe, a reliable routine, and questions they must ask.
Then, you will have more confidence in applying this skill in real life.
The consulting journey is complex and treacherous. Walking it alone is extremely difficult. It’s helpful to have the support of someone experienced who has gone through this journey and helped many others.
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Read this post to learn more about the Hero’s Journey coaching program.