Be specific when answering questions to improve transparency and trust.
Like when interviewing, answering the question asked is critically important in other interactions; it is almost impossible to be clear if you do not directly answer questions. For instance, over the years I told my associates I would always be honest with them. If I could not answer a question, I told them it was either (1) because I did not know the answer and would follow-up with the answer or (2) because I could not share what I knew at the time. As a senior leader I was regularly privy to information before the broader associate base. Sometimes I needed to wait until a particular day before I could share certain information. When that was the case, I wanted associates to respect me for keeping confidence and to trust that I would hold theirs when needed. Assuming I was able to answer the question, I did. If it was a closed-ended question or a yes / no question, I began with stating yes or no and then provided additional context for my answer. If it was an open-ended question, I quickly assessed why I thought the person was asking the question and framed my answer to meet their intent.
A corollary to answering the question is to answer the question with specifics. Have you ever listened to someone answer a question and say to yourself, “that wasn’t particularly helpful”? This type of thought arises because, although technically correct, the answer provided was too broad to be useful. You often see this when it comes to sensitive topics like certain HR subjects where it can either be uncomfortable to answer the question or the leader believes he may get into trouble if he answers incorrectly. Generalities are used to broaden a message, to reduce the risk involved with directly answering difficult questions. Those who consistently do this risk being viewed as untrustworthy or even dishonest.
Next, when answering the question, answer it from the vantage point of the audience. Each of us wears a unique lens through which we see the world. That lens is shaped by prior experiences as well as current information and discussions with others. Leaders devote much of their time to vision, strategy, goals, outcomes, objectives, priorities, direction and boundaries, and alignment with partners, all of which have interdependencies and broad implications for how work should be structured and when it needs to be completed. Most associates’ time is focused on a narrower set of activities that may have some breadth, but nowhere near that of a leader. When you answer questions, it is important to initially set broader context aligned to the vision, strategy, and goals, but if that is where you dedicate all your time when answering, you are apt to miss what an associate is really asking given her context.
Let’s look at an example of the interplay between these three points: answering the question, answering with specifics, and answering from the audience’s vantage point. Perhaps in a large team meeting someone asks an organization leader, “why do we pay under market and expect we will be able to keep our top talent?” Direct. To the point. A hint of negativity, even. The leader could go down one path that sounds something like this, “We evaluate associate pay on an annual basis through our performance management process and make appropriate adjustments based on an individual’s performance. Overall, across the organization we compare favorably to the industry across all our regions.” Okay, she answered it, and it is accurate, but did she really hear the question beneath the question, the intent of the question? Did she address the actual concern being expressed? Her response provided a sketch of how salary increases are considered during the performance review process and provided a company-wide view of salary alignment to industry but read the question again. Is that what the person was really looking for? The question does not appear to even be about the individual herself. There is a hint of concern perhaps for co-workers who may be leaving; friends who might not be there in the future.
How about a response like this instead, “Generally, within our team, we pay right around industry mid-point. Of course, there is a range within that based on years of service, skills, and performance. You can see those ranges online on our HR site. Also, our team’s attrition is around 4% overall and less than 2% for high performers, which is lower than our company average and far below industry, which is around 6.5% for an organization like ours. We all know there will be attrition, and we all know any one of us can go to another company and make more money. This is true. Every company pays more for incoming associates and then they are on inflationary increases with additional increases based on performance. No different than what we do here. But I do believe we have something more to offer here than salary alone. I stay because I love our team. I love the way we work together to accomplish our goals. The way we focus on our team as much as we do on the work. How each of us plays our role as we drive toward our vision. I truly enjoy being a part of something bigger and doing it with a team that is interesting and connected. You don’t get that everywhere. While I could earn more by leaving and heading to the next company across town, I stay for what I see and believe in here.” What’s different about this answer? It answers the question with specifics while taking into consideration the audience’s viewpoint. It acknowledges the truth in the question asked while providing a personal response as to why you see things differently than what was insinuated. It makes a deeper, enduring connection.
If you are not the type of person who naturally hears the intent of a question and that prevents you from being specific, this can be resolved with a bit of effort. Consider the following recommendations:
- Prepare for your organization meetings by thinking about what may be top of mind for associates at this time
- Gather meaningful facts for the conversation
- Consider what you know relative to what they know. Remember the obvious is not always obvious. What may be apparent to you often is not to everyone.
- When you get questions you cannot answer in the moment or cannot answer with enough specifics in the moment, follow up with written responses afterwards
Over time, these actions will change how people perceive you – a genuine, honest communicator in-tune with your team’s needs who is willing to share what you know to reinforce the sense of one team working together to achieve your goals.
Share your thoughts below.
Can you share an instance where a leader did not answer your question directly? What impression did that leave with you?
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