Asking Questions to Promote Staff Engagement

Leaders who are helping others to grow and innovate are always trying to craft the best questions to make a difference.” Kevin Cashman

One of the most powerful tools that a nurse leader can use to engage staff is the use of open-ended questions. Leaders often think that they need to have all the answers to be effective. But when it comes down to it, interactions with leaders are what make or break an employee’s connection with the organization. Every time you are in front of an employee, whether one-on-one or in a group, you have an opportunity to increase that engagement through dialogue. One sure way to start the conversation is with an open-ended question. Unlike questions that give people limited options for response, open-ended questions encourage them to express their opinions and ideas. When you listen to what they have to say, showing interest and respect for their input, it shows you care and the impact can be significant. Taking the time to develop others through questioning will both help staff to grow and help them own their learning experiences.

Moving from having the answers to asking the right questions

Nurse leaders often build their early career success by having the answers. The challenge as we develop in our careers is moving from being the source of information to the deeper listening to the viewpoints of others. Good questions will open the door to discovery and a more open dialogue with others. Kevin Cashman in his book, The Pause Principle, observes that true innovators are consummate questioners with a passion for inquiry. Questions are also the way to spur development in our staff. Although it may seem that providing our staff with answers to their problems is the most efficient way to get things done, it does not foster growth. Judith Ross in a 2009 Harvard Business Review Blog suggested that the most effective questions create value. Here are some examples of the value that can be built and the sample questions that can be asked:

1. To create clarity – Can you explain more about this situation? What do you think the issue is here? What is your feedback on the choices we just discussed? Help me with your reaction to what I just said.

2. To help staff think analytically and more critically – What are the consequences if you take this action? If our organization does not take action to decrease our financial costs, what will happen when reimbursements decline? What challenges are you facing in your work? What issues are important to you?

3. To inspire reflection – Why do you think you were successful in that situation? What is different about today’s healthcare environment that when you initially began your career? Are you doing your best to find joy in your work?

4. To encourage breakthrough thinking – Is there another way that we could do this? If you were redesigning care today with a blank slate, what type of delivery system would you develop? What is your most important priority in this situation?

5. To challenge assumptions – What would happen if we fail to take action in view of what is happening with health reform? Do you think that this type of care needs to be delivered in a hospital setting? What are your ideas about a better way to do this? What assumptions am I making here that might not be correct?

6. To create ownership of solutions – Based on your nursing experience, what do you suggest that we do here? What changes would be in the best interest of your patients? How would you deal with the dilemma of the 12 hour shift? How would you change this? Are there things that you could do in your own practice to improve care on this unit?

With the focus today on evidence-based practice, nurse leaders need to promote a culture of inquiry. A culture of inquiry begins by valuing the use of questions in one’s own leadership practice. Without asking questions, you may falsely assume you have consensus or that staff understand an issue or problem. Moving from telling to asking may be challenging but it is the way to help staff grow.

Read to Lead

Cashman, K. (2012). The Pause Principle: Step Back to Lean Forward. San Francisco: Berrett-Koehler Publishers.

Grossman, D. (August 22nd, 2016 – the leader communicator blog). Open-ended questions enhance employee communication.