Podcast Summary: HBR On Leadership
Episode: The Best Leaders Ask the Right Questions
Release Date: May 14, 2025

Introduction

In the latest episode of HBR On Leadership, Harvard Business Review delves into the critical skill of asking the right questions—a fundamental yet often underdeveloped aspect of effective leadership. Hosted by Kurt Nickish, the episode features Arnaud Chevalier, a professor at IMD Business School and co-author of the HBR article "The Art of Asking Smarter Questions." Together, they explore how strategic questioning can enhance decision-making, foster innovation, and improve organizational dynamics.

The Importance of Strategic Questioning in Leadership

Kurt Nickish opens the discussion by highlighting the paradox that while asking questions is a basic conversational skill, many leaders struggle to do so effectively. He poses a thought-provoking question: “Why is asking questions sort of this basic conversational skill so hard for people?” [02:19]

Arnaud Chevalier responds by acknowledging the complexity of questioning. He notes that while asking more questions generally leads to better decisions, the selection of questions is crucial. Leaders must navigate the balance between different types of questions to avoid focusing too narrowly on one aspect of a problem, potentially neglecting other important factors. “Whenever you're asking one question, you're not asking another type of question,” Arnaud explains [02:27].

Arnaud Chevalier's Taxonomy of Questions

Chevalier introduces a comprehensive framework categorizing strategic questions into five distinct types: Investigative, Speculative, Productive, Interpretive, and Subjective. This taxonomy is designed to help leaders diversify their questioning approach to cover all facets of complex decision-making.

1. Investigative Questions
   Focus on digging deeper into problems or solutions. Examples include:

   • "What happened?"
   • "What is and isn't working?"
   • "What are the causes of the problem?"
     Arnaud emphasizes that investigative questions allow leaders to understand the intricacies of a situation by probing for detailed information. “Investigative you go deep and speculative you go wide,” he states [04:30].

2. Speculative Questions
   Encourage creative thinking and innovation by challenging existing assumptions. Examples include:

   • "What if?"
   • "What other scenarios might exist?"
   • "Could we do this differently?"
     These questions help leaders explore a broader range of possibilities and foster an environment conducive to innovation [06:38].

3. Productive Questions
   Address the practical aspects of decision-making by focusing on actionable steps. Examples include:

   • "Do we have the resources to move ahead?"
   • "Do we know enough to proceed?"
   • "Are we ready to decide?"
     Productive questions help in assessing readiness and planning the next steps, ensuring that initiatives stay on track [07:50].

4. Interpretive Questions
   Translate information into meaningful insights. Examples include:

   • "How does this fit with our goals?"
   • "What are we trying to achieve?"
   • "What did we learn from this new information?"
     These questions assist leaders in connecting data and information to strategic objectives, facilitating informed decision-making [09:00].

5. Subjective Questions
   Address the human and emotional dimensions of leadership. Examples include:

   • "How do you really feel about this decision?"
   • "Have we consulted the right people?"
   • "Are we all okay with this?"
     Subjective questions help uncover underlying emotions and hidden agendas, ensuring that decisions consider the well-being and perspectives of team members [10:21].

Developing a Balanced Question Mix

Chevalier emphasizes the importance of leaders understanding their own questioning styles and actively working to diversify their question mix. He suggests that leaders naturally develop a preferred set of questions through their experiences and mentors but must remain adaptable to avoid blind spots. “What matters is not so much my preference as much as what is needed for the specific decision or specific problem I'm facing,” Chevalier advises [14:14].

He introduces the Leader's Question Mix (LQM) test—a tool developed to help leaders identify their predominant question types and recognize areas needing balance. By assessing their question mix, leaders can consciously incorporate a variety of question types to enhance their decision-making processes [14:14].

Implementing Strategic Questioning in Organizations

The discussion moves to practical applications of the taxonomy within teams and organizations. Chevalier highlights that effective questioning is not solely the domain of top executives but is beneficial at all levels. In team settings, recognizing each member's question mix can lead to more comprehensive problem-solving by leveraging diverse perspectives. “If I'm terrible at one type, for instance, speculative, maybe I need to rely on my teammates who are better there,” Chevalier explains [16:21].

Overcoming Challenges in Asking the Right Questions

One significant challenge leaders face is asking penetrating questions without making team members feel threatened or defensive. Chevalier underscores the importance of how questions are asked, not just what is being asked. He provides examples of reframing questions to be less confrontational, such as asking “What happened?” instead of “Why did you do this?” to create a safer conversational environment [17:36].

Additionally, Chevalier discusses strategies for environments with low psychological safety. Techniques like pre-mortems, where teams anticipate potential failures and discuss what might go wrong, can help surface concerns in a non-threatening manner [22:04].

Practical Advice and Tools for Leaders

Chevalier offers actionable steps for leaders to enhance their questioning abilities:

• Self-Assessment: Utilize tools like the LQM test to understand personal question preferences.
• Preparation: Compile a list of diverse questions and incorporate them into meetings intentionally.
• Continuous Learning: Keep track of effective questions encountered in various sources, categorizing them under the five types to build a versatile repertoire [27:08].

He also shares anecdotes demonstrating the impact of strategic questioning, such as a COO who tailors his questions to focus on productivity during operational meetings but may miss broader strategic insights needed for higher-level roles [13:53].

The Role of AI in Enhancing Strategic Questioning

The conversation touches on the evolving role of artificial intelligence in leadership. Chevalier notes that generative AI (GenAI) tools can serve as effective partners in conversation, enabling leaders to engage in more insightful and iterative questioning. This technological advancement can help unlock value by facilitating deeper inquiry and more informed decision-making [23:14].

Conclusion and Key Takeaways

Arnaud Chevelier concludes by reflecting on the personal growth that comes from adopting a balanced question mix. He shares his realization of the need to improve his ability to interpret unspoken signals and manage his productive questioning style. This introspection underscores the importance of continuous development in leadership skills [26:16].

Key Takeaways:

• Diverse Question Types: Effective leaders employ a balanced mix of investigative, speculative, productive, interpretive, and subjective questions to cover all aspects of decision-making.
• Self-Awareness: Understanding one's own question mix through tools like the LQM test is essential for identifying and addressing blind spots.
• Practical Implementation: Incorporating a variety of question types into meetings and decision-making processes can enhance team collaboration and innovation.
• Emotional Intelligence: Balancing factual inquiries with questions that address the human element fosters a supportive and open organizational culture.
• Leveraging Technology: AI tools can augment leaders' questioning capabilities, providing new avenues for exploration and insight.

By mastering the art of asking smarter questions, leaders can significantly improve their effectiveness, drive better business outcomes, and cultivate a more dynamic and responsive organizational environment.

Notable Quotes:

• “Whenever you're asking one question, you're not asking another type of question.” — Arnaud Chevalier [02:27]
• “Investigative you go deep and speculative you go wide.” — Arnaud Chevalier [06:02]
• “If you’re terrible at one type, for instance, speculative, maybe I need to rely on my teammates who are better there.” — Arnaud Chevalier [16:21]
• “The so what helps you transition from one type of question to another.” — Arnaud Chevalier [09:22]
• “What matters is not so much my preference as much as what is needed for the specific decision or specific problem I'm facing.” — Arnaud Chevalier [14:14]

This episode underscores that effective leadership is not merely about having the right answers but about asking the right questions. By embracing a structured approach to questioning, leaders can navigate complex challenges with greater clarity and purpose.