Never try to find answers that cannot be found right now. It is better to love the questions. Perhaps, one day in the future, you will gradually find the answers to those questions without paying attention to them.
Although these are just the advices of scholar RM Rilke in the book “Letters to a Young Poet” published in 1903, according to many experts, they can become the “fulcrum” and foundation for the success of every business and every leader.
It is an admitted fact that many meetings, conferences, and seminars of agencies or businesses always do not achieve good results as expected and planned.
In an article on www.fastcompany.com, author Doug Sundheim writes: “For six years, one of my clients has been holding quarterly meetings to discuss strategy execution, and about a year ago, they asked me to help them make those meetings more effective.
One of the fundamental changes we made was to put questions at the heart of the meeting. Each meeting would be fueled by four key questions: What’s working, what’s not working, what could be done better, and how could we do it better?
Last week, the client reported that it was a small change, but it had a huge impact on the way they thought about issues in meetings. They said they were much more creative and inquisitive.”
It is questions, not answers, that are the basis for success. Those who value answers think that is the way to solve problems, but those who love questions ask if there is a better way. Questions force you to explore, expand, learn, expand your thinking, and be creative.
In fact, answers often put the mind to sleep because of the satisfaction of the work that comes from that answer. You will become lazy when you think you have found the answer. Actually, you have not found the answer. And you will never do that because everything is always changing. To stay active and up-to-date, always keep questions in your mind.
Some advice summarized by scholars and economists can be considered quite effective reference tools for work:
Put questions at the center of the meeting
Build mechanisms to guide questioning.
Use the time to foster a discussion around more important questions.
Be wary of people who give direct “reports” on any issue – they often have the answer before the question is asked.
Make sure you end meetings with specific actions and specifically assigned tasks.
Only proceed to the next meeting once the questions are ready.
According to Never try to find answers that cannot be found right now. It is better to love the questions. Perhaps, one day in the future, you will gradually find the answers to those questions without having to pay attention to them.
Although these are just the advices of scholar RM Rilke in the book “Letters to a Young Poet” published in 1903, according to many experts, they can become the “fulcrum” and foundation for the success of every business and every leader.
It is an admitted fact that many meetings, conferences, and seminars of agencies or businesses always do not achieve good results as expected and planned.
In an article on www.fastcompany.com, author Doug Sundheim writes: “For six years, one of my clients has been holding quarterly meetings to discuss strategy execution, and about a year ago, they asked me to help them make those meetings more effective.
One of the fundamental changes we made was to put questions at the heart of the meeting. Each meeting would be fueled by four key questions: What’s working, what’s not working, what could be done better, and how could we do it better?
Last week, the client reported that it was a small change, but it had a huge impact on the way they thought about issues in meetings. They said they were much more creative and inquisitive.”
It is questions, not answers, that are the basis for success. Those who value answers think that is the way to solve problems, but those who love questions ask if there is a better way. Questions force you to explore, expand, learn, expand your thinking, and be creative.
In fact, answers often put the mind to sleep because of the satisfaction of the work that comes from that answer. You will become lazy when you think you have found the answer. Actually, you have not found the answer. And you will never do that because everything is always changing. To stay active and up-to-date, always keep questions in your mind.
Some advice summarized by scholars and economists can be considered quite effective reference tools for work:
- Put questions at the center of the meeting
- Build mechanisms to guide questioning.
- Use the time to foster a discussion around more important questions.
- Be wary of people who give direct “reports” on any issue – they often have the answer before the question is asked.
- Make sure you end meetings with specific actions and specifically assigned tasks.
- Only proceed to the next meeting once the questions are ready.
According to TBKTVN
