409 Posts Found

1. How urgent?
2. How frequent?
3. How complex?
4. How mobile-driven?
5. How profitable?

Author: Willy Braun | Source: The (Ultimate) Guide for Marketplace Analytics | Subjects: Customer Questions, Sales Questions

Team

1. What holes do you have in your team and how do you plan to fill them?
2. What do you envision your role(s) to be going forward?
3. Why are you the right CEO (or other role you hold)? Do you plan to continue in that role in the future?
4. If you could write your own job description, what would it say? What key job functions are you most

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Author: Elizabeth Kraus | Source: 31 Investor Questions Startups Should Be Prepared to Answer | Subject: Entrepreneurship Questions

Writing and delivering performance reviews can be one of the most challenging tasks for any manager. Asking the following five questions can help.

1. What are your goals for the discussion? Before you even begin drafting a review, consider your goals and objectives for the discussion, and evaluate how these goals may be congruent with, or opposed to, one another. For example, you may want

… [ Read more ]

Author: Ben Dattner | Source: The Key to Performance Reviews Is Preparation | Subjects: Human Resources Questions, Management Questions

Bring the Future to Life

1. Case for Change. Have we convinced the organization that the status quo is unacceptable?
2. Compelling Intent. Is our story of the future meaningful to our people and securing emotional buy-in at all levels?
3. Credible Solutions. Are the proposed solutions appealing so the organization, and will they work in our culture?

Inspire Deep Commitment

4. Aligned Top Team. Do we have the right

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Authors: Charles Ormiston, Manny Maceda, Michael Garstka | Source: Choreographing a Full Potential Transformation | Subject: Change Management Questions

Companies collect and analyze a great deal of information in order to estimate their value-creation potential. But in our experience, that information doesn’t always help them answer the most important questions when it comes to creating a detailed value-creation strategy. Below are eight questions that we believe should inform every company’s strategy to create value. If you don’t know the answers to these questions, you … [ Read more ]

Authors: Daniel Stelter, Eric Olsen, Frank Plaschke, Gerry Hansell, Hady Farag, Jeff Kotzen | Source: Improving the Odds: Strategies for Superior Value Creation | Subjects: Finance Questions, Management Questions, Strategy Questions

Is the roadmap clearly defined, logically structured, and readily implementable?

• Is ownership and accountability for the roadmap clearly established? Does the ownership structure tie logically to the content of the roadmap?
• Is the roadmap logically disaggregated into regular milestones that are sufficient for review of main actions and progress against plan?
• Are the milestones tangible enough to describe how the roadmap will really be achieved?
• Is the timing

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Authors: Huib Kurstjens, Kimberly Powell, Massimo Busetti, Michael Shanahan, Mike Lewis, Perry Keenan | Source: Changing Change Management: A Blueprint That Takes Hold | Subject: Change Management Questions

Modeling effective communication

• Am I communicating openly and honestly, and addressing key issues directly?
• Am I reinforcing the purpose for change in alignment with the leadership team?
• Am I displaying positive support for the change?

Modeling effective outreach and connection

• Am I establishing a personal connection broadly with my organization and deeply with key stakeholders?
• Am I actively listening to concerns and soliciting feedback? Am I leveraging that information

… [ Read more ]

Authors: Huib Kurstjens, Kimberly Powell, Massimo Busetti, Michael Shanahan, Mike Lewis, Perry Keenan | Source: Changing Change Management: A Blueprint That Takes Hold | Subject: Change Management Questions

1. Is the project led by a small, focused team that has relevant experience and is mentally prepared to tackle common innovation challenges, such as rapid changes in strategic direction and significant resource constraints?
2. Has the team lived with, shopped alongside, worked next to, or otherwise invested enough time with prospective customers to develop an empathetic understanding of them?
3. In considering new ways to serve these

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Authors: David Duncan, Pontus M.A. Siren, Scott D. Anthony | Source: Assessment: Should We Pursue This New Project? | Subjects: Customer Questions, Management Questions, Project Management Questions

1. What is our mission?
2. Who is our customer?
3. What does the customer value?
4. What are our results?
5. What is our plan?

Author: Sally Helgesen | Source: Frances Hesselbein’s Merit Badge in Leadership | Subject: Management Questions

1. Clarifying questions help us better understand what has been said. In many conversations, people speak past one another. Asking clarifying questions can help uncover the real intent behind what is said. These help us understand each other better and lead us toward relevant follow-up questions. “Can you tell me more?” and “Why do you say so?” both fall into this category. People often

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Author: Tom Pohlmann | Source: Relearning the Art of Asking Questions | Subject: Management Questions

Collaborating effectively requires helping others. And helping others requires compassion, which in turn means learning about who they are and what they want. So in order to help my clients, at the start of each relationship, I devote two or three hours to asking the following questions:

• What are your proudest accomplishments and biggest disappointments?
• Which activities energize you and which drain you?
• How do other people

… [ Read more ]

Author: Susan Cramm | Source: What’s Love Got to Do with Business? | Subject: Organization Questions

1. Is my manager a listener or a reader? Listeners want to hear information first and read about it later. Readers prefer to see a written report before discussing it with you.
2. Does she prefer detailed facts and figures or just an overview? If she thrives on details, focus primarily on accuracy and completeness; if she prefers an overview, emphasize the clarity and crispness of

… [ Read more ]

Source: Figure Out Your Manager’s Communication Style | Subject: Personal and Career Development

The entire history of management ideas can be seen as a series of answers to a few pragmatic queries.

1. How do we win?
2. How do we prepare for uncertainty?
3. What will help us make smarter decisions?
4. What do we know about change?
5. What’s the best way to do the work?
6. How can I possibly get everything done?
7. What systems should we use to track how we’re doing?
8. What’s our ideal organizational

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Authors: Art Kleiner, Nancy A. Nichols | Source: 20 Questions for Business Leaders | Subject: Leadership Questions

1. What does not fit? Ask yourself, of the various activities and businesses that you have moved into, do they make sense together? Individually, each of them may seem attractive, but can you explain why they would work well together; why the sum is greater than the parts?
2. What would an outsider do? Firms often suffer from legacy products, projects, or beliefs. Things they do

… [ Read more ]

Author: Freek Vermeulen | Source: 5 Strategy Questions Every Leader Should Make Time For | Subject: Strategy Questions

During a typical customer research process, we will interview customers and might ask them questions like these:

1. How did you hear about the product? We’re looking to understand what customer acquisition mechanisms are working for the company, and if they are consistent with the company’s perceptions.
2. What process did you use to pick this product over the competition? This question sheds light into the sales

… [ Read more ]

Author: Tomasz Tunguz | Source: 8 Customer Discovery Questions to Validate Product Market Fit for Your Startup | Subject: Entrepreneurship Questions

For marketing, metrics should tie in some way to the ability to acquire, keep and grow the value of customers. For example, how well is marketing:

1. Driving share of preference in order to positively affect consideration and consumption, to grow market share?
2. Influencing share of wallet in order to positively affect customer lifetime value?
3. Accelerating the adoption of a new product or service to impact market

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Author: Laura Patterson | Source: Improve Marketing Performance: How to Choose the Metrics That Matter | Subject: Marketing Questions

To anticipate the future, it helps to use a predictive risk model and then to develop an explicit risk-mitigation plan. Fifteen specific risks, such as poor sponsorship and change overload, threaten to disrupt change efforts. These risks tend to occur in predictable patterns over the life cycle of a change, but only a handful of risks determine success or failure at each stage. A risk … [ Read more ]

Authors: Kevin Murphy, Patrick Litre | Source: Results Delivery: Managing the Highs and Lows of Change | Subject: Change Management Questions

The fundamental task of organization design is, as it always has been, helping a leader move from defining strategy to putting in place an organization that enables the strategy to be executed predictably. An effective organization design model guides a manager in answering five fundamental questions in a thoughtful and well-integrated way.

1. What is the business’s value proposition and it sources of competitive advantage?
2. Which organizational

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Author: John Beeson | Source: Five Questions Every Leader Should Ask About Organizational Design | Subject: Organization Questions

1. What is our risk taxonomy? Just listing risks in an ever-expanding inventory is not enough. An effective risk management foundation requires structuring the forces that have an impact on a company’s worth and survival. Risks need to be categorized in a systematic way and into components that together are exhaustive (all possible risks are covered) and exclusive (no risk is included more than

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Authors: Eric Krell, Henry Essert | Source: Risk Test: 7 Answers You Need to Know | Subjects: Corporate Governance Questions, Risk Management Questions

Though statistical analysis will be left to quantitative analysts, managers have a critical role to play in the beginning and end of the process, framing the question and analyzing the results. In the 2013 article “Keep Up with Your Quants,” Thomas Davenport lists six questions that managers should ask to push back on their analysts’ conclusions:

1. What was the source

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Authors: Thomas Davenport, Walter Frick | Source: An Introduction to Data-Driven Decisions for Managers Who Don’t Like Math | Subject: IT Questions