. . .encourage potential leaders to raise questions without having developed the answers first.
This reverses years of mentoring, in which managers are taught never to raise a question with senior management unless they have the answers. While prudent politically, this stifles the discussion of the most important questions. Clearly, people should be encouraged to have ideas on how to resolve the questions, but that is a long way from discouraging questions unless the answers are already known.
Most managers I know are afraid to raise real questions. First, they are concerned that they'll be assigned to solve an intractable problem. Second, they don't want to embarrass themselves if the answer is obvious, but unknown to them. Third, they don't want to make executives look foolish and unprepared.
Imagine how much more effective an organization could be if they followed Kelly and Nadler's advice! Read the entire article at:
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