Undoubtedly, asking questions is an important skill for leaders. Asking the right questions can help leaders anticipate changes, seize opportunities, and lead their companies to success. However, the way questions are asked is crucial. Good questions attract and inspire others, while inappropriate questions can invite criticism and spoil the mood. What specific questions should be avoided? With slight adjustments, the same questions can not only avoid discouraging employees but also inspire them. "What's the problem?" Company leaders may find themselves frequently asking questions like this. "What happened? What went wrong? What is our biggest threat?" If leaders focus on problems and weaknesses, the entire organization will focus on problems and weaknesses rather than strengths and opportunities. Instead of asking what went wrong or focusing on "problems," a better approach is to use positive questions that leverage strengths and achieve goals, such as: What are we doing well? How did we succeed? What is the ideal outcome, and how can we get closer to it? "Who is responsible for this?" This question focuses on finding a scapegoat, but usually many people are responsible for mistakes or problems. When leaders hold employees accountable, they are often deflecting their own mistakes. A better approach is: "How can we work together to address the weaknesses?" This identifies areas needing improvement rather than focusing on blame. "Why didn't you do it this way?" This sounds like a suggestion, but when a leader says it, it becomes a leading question, imposing your way of working on others. (Worse, when asked after the fact, it becomes "Why didn't you do it then?" which is blaming after the event.) Whenever a leader asks why an employee didn't follow their prescribed method, it is a subtle form of control. If leaders want to hire excellent employees, they should not "control how employees do their work." The best approach is to allow employees to come up with their own solutions. Of course, occasionally you can help employees broaden their thinking by asking questions, but it should be like, "What do you think about this? Do you have any ideas?" "Haven't we already tried this?" Another bad question includes, "This method didn't work before; why do you think it will work now?" This is not to say that leaders should not question employees' strategies, especially if similar approaches have been tried before, but the tone is crucial. This kind of question has an air of arrogance and even defeatism. It seems to suggest that all methods have been considered, and if something was tried and failed, it should never be considered again. This overlooks the fact that some ideas failed not because the idea was wrong, but because of poor execution or bad timing. A better way to ask would be: "If we reconsider this approach, what would be different this time? What could we do to change the outcome from last time?" Beyond these specific questions, you can also evaluate whether your questioning style is appropriate in other ways. Never ask a question to which you don't want an answer. So how can leaders increase their influence over subordinates and make them follow willingly? Here are a few methods. 1. Set Goals Many managers say, "We have goals." As a manager, any concept or method must go deeper, not remain superficial. Every company has goals. The question is: what is the relationship between your company's goals and individuals? Many leaders find that company goals are grand and noble, but subordinates lack enthusiasm. Why? Because no matter how good you are, it has nothing to do with me. Would I follow you? So, leaders, if you want subordinates to follow you, pay attention to this first. In the future, don't just talk about your own goals. Instead, combine company goals with subordinate goals. Once a win-win value chain is formed, subordinates' initiative will be self-evident! 2. Empathy If you were a subordinate, and the boss tells you not to use your phone during meetings, but the boss's own phone rings loudly during the meeting, how would you feel? It's the same. The gentleman's virtue is like wind; the petty person's virtue is like grass. When the wind blows, the grass bends. As a leader, no matter how much power you have, if you don't lead by example, you cannot expect long-term followership and recognition from subordinates. So, remind leaders: subordinates don't listen to what you say; they watch what you do. If you want subordinates to follow your example, work hard, be strict with yourself, and then you can set an example without giving orders. 3. Lack of Emotional Control Many leaders get angry at the slightest disagreement. Some leaders with bad tempers even self-soothe by saying, "I have to scold them; only then will they remember." I would bluntly say, "If scolding works, why spend so much money on training?" The leader is speechless. A leader's emotions directly affect subordinates' emotions. Almost all subordinates dislike working with a moody leader because unpredictable emotions make them anxious at work. We find that leaders who are recognized and followed by subordinates are mostly those who know how to control their emotions. So, as a leader who wants to enhance personal influence, appropriately control your emotions and know when to use which emotion. This will better influence subordinates because, as Zhang Guyan summarizes, only by influencing subordinates' emotions can you influence their behavior. 4. Enhance Influence Over Subordinates Another important point: as a leader, try not to do subordinates' work for them or interfere with what they are doing. Many leaders think, "I'm capable, so I'll do it." Little do they know that a leader who rushes to do everything will surely create a group of incompetent subordinates. For an ambitious subordinate, not having the opportunity to complete work independently is actually a sign of failure. As a leader, knowing when to delegate appropriately is also a good way to influence. Because an excellent subordinate will always cherish a leader who provides opportunities to challenge and grow. So, we find that as a leader, it's not difficult to make subordinates follow you. Put yourself in their shoes. If you were a subordinate, you would know what kind of leader you would want to follow. Leaders must cultivate their influence so that subordinates are willing to follow. Because the first element of emotional leadership is having followers. Remember: team efficiency is always greater than the leader's individual effort. At the same time, a subordinate who follows you from the heart will proactively create more and greater benefits for the team. -END- The best FMCG distributor learning platform in China Focusing on providing professional, practical, and actionable tutorials for companies and distributors Committed to helping Chinese FMCG distributors grow rapidly The most professional and practical knowledge base in the FMCG industry Reply with the red number below to get the corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent article selection | 002 Distributor market operations | 003 Terminal visit management | 004 Sales supervisor skills | 005 Sales improvement techniques | 006 Channel expansion | 007 Managing distributors | 008 Distributor development | 009 Distributor internal operations management | 010 Team management | 011 Efficient distribution techniques | 012 Sales manager's eighteen skills | 013 KA operation methods and strategies | 014 First lesson for new salespeople | 015 Internet, brands | 016 Distributor B2B transformation | [Long press QR code to follow]