Asking Questions: Expecting Answers


Last week – which for some reason seems a remarkably long time ago – I was writing about the Awards which members of TAB York had won. I just want to repeat this quote from Rachel Goddard of Intandem Communications from last week’s post:

The other members of my board were great. That is, they asked me the questions I didn’t want asking but knew I had to answer. I remember one question in particular: it pinpointed the exact problem I had to solve.

I’ve been thinking about those three sentences a lot this week, and it seems to me that they go right to the heart of what a TAB Board is all about.

As we’ve discussed many times on this blog, successful people do what unsuccessful people don’t want to do. Part and parcel of that is asking questions when you know that you won’t like the answers.

We’re all guilty of avoiding things when they’re going to be difficult – even though we know that they’d benefit our business. Hands up everyone who’s had a job on the to-do list for three months or more? Six months, anyone…

Bringing a problem to your fellow Board members specifically eliminates that problem. Because once you’ve asked your fellow Board members the question you’ve been putting off asking yourself, there’s no going back. You’re committed.

Even after nearly four years of TAB that moment in a meeting still enthrals me. The dynamics around the table are something special.

“OK. Claire, it’s your turn.”

“Thanks, Ed. (Pause) Question for this month. (Pause) I should really have brought this one three months ago. (Pause) The thing is this. (Pause)”

Then finally the question. And the other Board members immediately know it’s important. So they don’t leap in with an answer: they pause as well. Then they’ll ask for some clarification. Finally someone says, “And if you did that, what difference would it make to your business?”

This time Claire doesn’t pause. This time the dam breaks and we realise just how important solving the problem is.

Then the members make their suggestions and – most importantly of all – Claire commits to action.

Fast forward a month. Claire is reporting back to her fellow board members. She hasn’t done as much as she committed to doing. Which is understandable: it’s hard to go from doing nothing about a problem – however pressing – to working on it flat out.

This is when TAB really shines. Because the other members ask a simple question. “Why? Why haven’t you done the things that you know would benefit your business?”

Being held accountable by your peers makes all the difference. There’s no hiding place and bluntly, the only option over the next three or four months is solving the problem. And you can guess the conversation when that happens.

That’s why I was so pleased for Rachel – she went through exactly the process I’ve outlined above and it was painful. But in the end she achieved what she wanted to achieve and her business took a significant step forward. Sooner or later everyone who’s a TAB member is going to find themselves in Rachel’s position – with a decision which is damn difficult but which just has to be made.

And these decisions are the pivotal moments on a TAB board. When I started the business those moments were theory – yes, I’d seen them replicated in business, but never with the personal nature of the TAB discussions. When I see a ‘Rachel moment’ – and even more when I see the successful outcome – I know that nothing in the corporate world could give me more satisfaction. Or produce better results for Rachel – and Claire.

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