Dagens låge er inspireret af Simon Sinek og Nietzsche.
Sinek er kendt for bogen og ledelsesrådet: "Start with Why". Han arbejder for en verden "in which the vast majority of people wake up inspired and feel safe wherever they are."
"Har man sit hvorfor? med livet, så forliger man sig med næsten ethvert hvordan? - Mennesket stræber ikke efter lykke; det gør kun englænderen."
Når jeg læser Sinek, tænker jeg:
"Ja tak! 2 af dem. Nej, stik mig 4, så er der også til ungerne!"
Når jeg læser Nietzsche, tænker jeg:
"Hvad er nu det? Hvis det kun er englænderen, der stræber efter lykke, hvad stræber jeg så efter?"
Og det er netop pointen - og forskellen:
Sineks 'Why' er ikke først og fremmest et spørgsmål, men svaret på, hvad lykken er, og hvordan man opnår den. Det er derfor undertitlen på hans bog er: "How great leaders inspire everyone to take action".
Nietzsches 'Why' derimod, er ikke svaret på noget som helst.
Det er, hvad det er: Et spørgsmål.
Nietzsche ved, at hverken han, Sinek eller andre "great leaders" har svaret på det, vi mennesker stræber efter.
Jeg følte mig ikke modig under optagelserne til “Ledelse i krisetider” på Radio4 i går. Så da vært Tony Evald Clausen sagde, at Mette Højen Wiik og jeg var modige, var det eneste, jeg kunne tænke på, at der må være noget, jeg ikke har forstået om mod.
Vi talte ellers meget om det. Mod, nysgerrighed og lydhørhed - som vi var enige om er vigtige elementer i ledelse.
Men vi talte ikke om, om modige ledere mon føler sig modige? Eller om deres mod består i, at det, der kræver mod af os andre ikke kræver mod af dem? Eller om de bare føler sig modige i andre situationer end vi andre gør?
Jo mere jeg tænker over det, jo sværere har jeg ved at komme i tanke om situationer, hvor jeg føler mig modig.
Så måske skal jeg bare være modig nok til at dele et spørgsmål, som jeg ikke selv har et svar på?
Du bidrager til dagens låge i den nysgerrige julekalender ved at skrive en kommentar på LinkedIn, hvor du:
Svarer på dagens spørgsmål: Hvornår føler du dig modig?, eller
Deler et spørgsmål, som det kræver mod af dig at stille
I must admit: I have not heard this question on the radio. Nor has it been submitted by one of you. This is MY question.
I want to be part of making a more curious, creative and collaborative world, but the thing about curiosity, creativity and collaboration is that it takes a village.
Or, at least SOMETHING to be curious about and SOMEONE to create and collaborate with 😊 💛 😊
I'm lucky to have both. I'm obsessively curious about questions, and I have a wonderful network.
I build Qvest with an amazing team. I collect comments on LinkedIn (I also like likes, but I looove comments). And right now I co-create The Curious Christmas Calendar with everyone who loves questions 🎄
I'm lucky. And yet I want more.
More curiosity. More creativity. More collaboration.
So, tell me: What is the best way to pique curiosity?
Is it to prompt people to ask "what if...?" questions (as my favorite curiosity expert, Francesca Gino, says is one of her favorite tricks)? Is it to prompt people to ask any kind of questions (as I tend to do 🤓)?
Don’t ask me why, but I recently watched an episode of the American TV show Desperate Housewives. It turned out to be the perfect episode for someone who loves questions ❤️
In this scene, Lynette humiliates her friend Bree by interrupting the reverend, because she's "got a question about his sermon".
And later in the same episode the reverend surprises Bree by saying that he finds Lynette's questions refreshing, because "like I always say: Church is not a place for answers. It's a place for questions".
Bree doubts that the reverend has ever said that. And to be honest, so do I. But the idea of 'a place for questions' piqued my curiosity.
Because even though I have never witnessed a Q&A session during a sermon, I think it's safe to say that we tend to create 'places for questions'. Think about question games, coaching sessions, interviews, polls and AMA (Ask Me Anything) sessions.
Why do we do that? Why do we need a place for questions? Why don't we allow questions to flow freely anywhere at any time?
I'm starting to think that we need a place for questions, because that way we can keep all other places free of questions.
Today, we are halfway through The Curious Christmas Calendar. You have contributed some amazing questions, comments and ideas – I hope you never stop sharing your curiosity ❤️
And today I also hope you will share your favorite Christmas calendar 🎄
As my mini-study shows it can be ANY Christmas calendar:
Niels: "My favourite Christmas calendar this year is the one from Lakrids by Bülow because I love the high quality and attention to detail they put into this product."
Christian: "Bamses Julerejse. I am young enough to have seen Bamse as a child and old enough to watch it with my daughter now. I keep noticing how selfish Bamse can be and I wonder if I noticed that when I was a child. I therefore find myself having conversations with my 3,5-year-old daughter about Bamse's behaviour."
Marie: "The one my mom made for my kids. The little gifts are thoughtful and playful. Yesterday they got cards with instructions: “Today you must sweep the front steps” and “Today at dinner, you have to say ‘this tastes amazing’ no matter what is served.”
Men så ville de være nødt til at skifte skiltet ud hver uge, og – hvad der er endnu værre – de ville gå glip af en masse samtaler med dig og deres andre kunder.
Og hvis der er én ting ingen butik, fødevarekæde eller virksomhed har råd til, så er det at gå glip af samtaler med deres kunder.
Som min kloge datter sagde, da jeg spurgte hende, hvorfor hun tror, at Meny opfordrer os til at spørge deres medarbejdere (og madarbejdere) om ugens tilbud:
“Fordi vi får en bedre oplevelse, når vi er i kontakt med dem, der arbejder der, og når vi har en god oplevelse, kommer vi igen.”
Du bidrager til dagens kalenderlåge ved at skrive en kommentar på LinkedIn, hvor du deler gode eksempler på butikker eller virksomheder, der skaber god kontakt og dermed gode oplevelser for deres kunder.
Med eller uden det lille men særdeles effektive trick det er at få folk til at stille spørgsmål 🤓
Today’s question is a response to yesterday’s question: Why are you angry?
Marianne Fink wrote:
“When reading this question, I think of my children. When they were younger, this would be the type of question that they would ask and my fast answer would always be the same – I’m not angry! And just as fast I would fire right back at them – why do you think I’m angry? And that brings about another question – why is it that we so often answer questions with questions?”
I love it 💛
Probably because this way the questioning never ends 🤓
What if the one problem behind all the problems humanity is facing has to do with the way we solve problems?
Whether the problem is climate change, health crises, polarization, big tech monopoly or inequality, we seem to agree that the first step in solving any important problem is to communicate that the problem is everyone’s problem.
But what if the perception of important problems as ‘everyone’s problems’ is part of the problem?
What if the most important part of solving important problems is to make sure that as many people as possible perceive ‘everyone’s problem’ as ‘my problem’?
And what if no leader, expert or AI-driven tool can motivate, mobilize or force us to perceive important problems as ‘my problems’?
What if the only thing that can make us perceive important problems as ‘my problems’ is the act of asking our own questions?
And what if most people are systematically prevented from asking their own questions in the way we solve important problems?
The problems humanity is facing cannot be solved by a single person, company or nation. They require shared responsibility. But for us to feel part of the solution, we must also feel part of the problem.
And that calls for all of us to ask our own questions.
How does your company deal with the questions COVID-19 is raising?
You probably agree that there is not one answer to all the questions companies are struggling with right now. But do you also agree that the answers lie in the questions?
If you do I would love to discuss my COVID-19 deck with you and your team. It's titled “Questions as a change tool”, and I have discussed it with lots of inspiring people in lots of innovative companies.
Some tune in on my keynotes for leaders, IT directors, change managers, and communication professionals. Others ask me to help their Top 50, Strategy- or Transformation team leverage the power of questions in their organization.
In 45 minutes we talk about:
Why there is a need for new change and leadership tools
Why questions are key to the problem with existing leadership tools
Why questions are key to empowering organizational transformation
How leaders use Qvest to cultivate a shift in mindset and behaviour
We all have questions we don’t know how to answer. If you want to know how to turn them into a powerful change tool, I would love to hear from you 💛
I know a lot of executives are more busy than other people, but are they also less curious?
Part of my job is to help companies analyze their Qvest data. I love everything about it! Reading all the questions and answers. Looking for patterns. Benchmarking with other companies. Extracting recommendations.
Across all the Qvest-data I have analyzed I see one clear tendency: The people who receive the most questions ask the fewest questions themselves.
In one recent case 4 people received 29% of the total number of questions or 24 questions. They only asked 4 questions themselves.
Why is that?
Are people who receive a lot of attention from other people (usually executives) less curious than other people? Or are they just too busy dealing with other people's questions to cultivate their own?
How does it affect organizations that executives consider it their job to ANSWER questions but not to ASK questions? And would it change anything if they systematically and regularly gave themselves the task of asking 10 different questions to 10 different people in their organization?