If I allow myself, I can become the king of context in most any conversation. It’s just the way I’m wired. I love the detail that goes with most decisions and issues of consequence. I resist the notion that today’s societal issues can be reduced to 90 second reads or 30 second soundbites. But while examining the complexity of societal issues is important, that’s generally not the case with day-to-day business decisions.
We can all waste our time and the time of the boss and colleagues by not making the effort to define the essence of a problem before consulting others. Consider the last time, someone asked you for “a minute” and you said sure. Did they get right to the point? Did you clearly understand what the issue was? Did they ask a concise question? Chances are, they didn’t. They might have begun with a bit of background. They might have ruminated about how they had been stuck on this for a while. They might have complained that they didn’t have the resources needed. You get the idea. So, five minutes into the one-minute question, you still don’t know what they’re asking. But chances are, you’ve done the same thing to someone else.
In today’s pressured and impatient workplace, people have a lot less tolerance for this kind of meandering. In fact, in doing so you may find people less willing to help you. It might even reflect poorly on performance evaluations. You know – “He’s a good worker. I just wish he would get to the point.” One senior executive I interviewed said, “If I give you 15 minutes to discuss an issue and you spend 10 minutes explaining the problem, I’m going to throw you out of my office.” Enough said.
So, how do you master the art of the concise question? Here’s what I’ve discovered from observing and interviewing lots of good leaders.
First, list all the elements and questions you have in mind. I know, this might seem like a pain in the neck. But sometimes the devil is in the details. You want to make sure that what you present to the other person or persons are just the essentials. So why not do a brain dump instead of assuming you already know exactly what to say?
Second, ask, “What is the essence?” and then ask it again. Go through the details and considerations you’ve listed and identify the essential elements. If there are more than two or three, you might be providing too much detail. As the marketing principle says, “A confused mind always says “no.” Too many details and side comments will derail the other person’s focus.
Third, rehearse the question or explanation out loud. Imagine you’re explaining the issue or decision to be made to those whose input you value or the person who will make the decision. Does what you say flow? Are you using the best words? Can you make it more concise or relatable? I have found it amazing what a few minutes of rehearsal can do to improve any communication.
Fourth, put a clock to it. In other words, time your explanation. If you’re taking more than a minute or two to get to the point, look for ways to edit the details. If this is a critical issue or perhaps one with the “big” boss, put yourself in their situation where there is never enough time. It is always better to work with fewer details than rush through your question or issue in front of them.
Finally, consider offering options. Offering options for resolution provides two benefits. First, it makes it easier for the boss or colleague to make a decision or provide definitive input. In fact, those in the military are generally expected to do this as normal process. Second, it demonstrates that you come well prepared when asking for input. This promotes trust and respect from colleagues.
If you supervise others, share these tips with them as well. Not only will it save you time in your interactions with them, they will benefit from mastering the art of the concise question as well.