20 Questions to Solve Problems

Managers and coaches must have well-aimed questions in their toolkits to unlock what's hidden in every problem, complaint, or conflict: hidden requests, hidden demands, hidden meanings, or hidden triggers. And the way to do that is to ask questions — not to get at who's to blame, but to reveal what is hiding behind the complaint.

​So when people come to me with a problem, I first ask them if they want a shoulder to cry on (I have a big shoulder and lots of tissue) or if they are looking for guidance. Most say they want guidance after growling, "Why is this happening?" 
 
Once someone asks for help, you can get down to the business of coaching and assist them to realize that whatever the reason, it happened. 
 
The following questions will help guide someone to frame the issue so they can take accountability for their next step with a clear plan of action to move to resolution. So here's my list with a few comments.

1. What happened? This question will reveal other questions, so keep asking for details until the problem is apparent. You want to ensure you know three things:
   1. The scope of the problem.
   2. If the person you're coaching is willing to own the problem as their issue.
   3. Are they committed to resolution? If yes, move on to the next question.
2. What specifically is your concern? This question will reveal why solving this problem is essential. You may think this is obvious but ask anyway. Don't assume that you know.
3. What do you think is the root cause? The root cause is the fundamental or underlying reason behind a problem or conflict. It's crucial because it allows for targeted and sustainable solutions rather than just addressing symptoms or superficial aspects of a problem. Once you uncover the root cause, you can probe for relevant, timely, groundbreaking, and doable options. Stay with this question until the root cause is clear.
4. What action have you already taken? You want to discover the results, what worked, what didn't, and what was missing.
5. What do you want to achieve in solving this problem? This will ensure the solution aligns with the person's goals.
6. What alternatives have you already considered? Have them make a list of what's possible. Writing helps engage the mind beyond an either-or response. Help them to expand the list by asking what else is possible.
7. If you were going to make a request, what would it be? Turning complaints into requests is one of the most empowering ways to get a real commitment. The responses yes and no are both commitments. Sometimes, people fear that the answer will be no, so they don't ask. Help them realize their task is to ask and listen to the response.
8. If others are involved, how can you resolve the issue that serves everyone's interest? You want to ensure thinking about the impact on other people involved and help gain clarity on what all parties gain from proposed solutions.
9. What do you think is the best option?Make sure they know that you're still looking into what's possible so they're free to look at all options, not just the easy options.
10. What makes that the best option?Remember, this is their choice, not yours. You are there to help them choose and act. They'll get feedback once they take action.
11. What would it take for you to commit to that option? Find out if they have the resources, skill, and structure to implement the solution and also if there are any constraints.
12. When could you take that action? Having timelines for commitments is the best way to hold them accountable for what they say they will do.
13. Do you anticipate any obstacles to implementing the solution? Look into possible blocks, including if someone says "NO!" to a request.
14. How can you overcome these obstacles? This is preparation for being on the field of action. You want people to understand that obstacles are not the problem. They’ll want others to voice obstacles so someone can tell them what they think instead of people walking away doubting their solution will work. Guide them to see obstacles as data that can inform decisions. Have them invite feedback.
15. Whose support can you enlist? This question allows a buddy system to talk about what they're doing. Have them pick a committed listener who tells them the truth, not what they want to hear. Someone they can count on who's an accountable human!
16. Whose agreement do you need to move forward on your action plan? It's critical to determine if they can make this decision independently or need someone's sign-off to implement. This is as true in families as in business and fundamentally shifts their relationship with authority. Authority can become a partner, not an obstacle. You’re coaching them to step outside their comfort zone.
17. What precisely will you do? Now is the time for commitment. Ensure the first step is clearly defined, with a subsequent action plan. Ask for their commitment to execute in a specific timeframe. Remember, "I'm committed to getting this done by Friday at 5 PM." is different from "This is a good idea.”
18. How will you measure success? Ensures that they have a detailed structure for fulfilling their solution.
19. What's required to prevent this complaint, problem, or issue from happening in the future? This question will help you and the person you are working on to clarify or discover what they’ve learned in this process.
20. When will you follow up with me on progress? This enables you as the Coach to stand in their accountability and commitment corner. Get a definitive date that allows sufficient time to take action but not too long. Work through breakdowns or unintended outcomes as they occur using the flow of questions outlined above, starting with “What happened?” This will enable ongoing strategies for growth and the change they are committed to making in their lives.

 
Continue in this question-and-answer mode until they confidently declare: "I am complete, have no complaints, and in the event of any future concerns, my commitment is to transform my complaints into a promise for resolution or a request for coaching."
 
When confronted with problems, asking these questions will help guide all concerned to mutually beneficial solutions. They will open a conversation for discovery. It's essential to meet people where they are and find out what they're ready to share and look into. Otherwise, questions become interrogation, and that's never fun!
 
If you have any questions for me, just ask! 
 
(This Uplifting Mindset is my promised follow-up to: The #1 Most Important Question)