Humble Inquiry

Regular readers will know I recently touched on the excessive use of obligatory language in the workplace. Phrases like ‘You must’ and ‘You have to’ and seemingly harmless action verbs like ‘ensure’ (when surety is not possible) are unhelpful when overused. Generally, they make the person saying them feel better than the person hearing them.

So, it's important to strike a balance: to use obligatory language sparingly and only when necessary to convey critical information or ensure compliance with important policies.  Try combining obligatory language with a clear explanation of the rationale behind the directive and the potential consequences to the organisation of non-compliance.

Better still, encourage a culture of open communication where employees feel comfortable giving feedback and suggesting alternative approaches. This requires empathy: the ability to put oneself genuinely in another’s shoes.

For over a decade, I have had the privilege of working with a multinational enterprise that stresses the importance of humility as one of its corporate values. This is a good intention because big, successful businesses can unconsciously develop a culture of arrogance. The kind of attitude that can lead even the most junior employees to consider their customers a bit stupid or their suppliers in the wrong. A lack of humility can also blind a company to what is really going on in the market and what competitors are up to. That can presage disaster.

Professor Edgar Schein, who did so much in the twentieth century to map out the elements of organisational culture, was also an enthusiastic proponent of humility. Indeed, he wrote a book about it entitled: ‘Humble Inquiry: The Gentle Art of Asking Instead of Telling.’ In this work, Schein suggests that communication in the workplace should prioritise asking questions rather than simply giving orders or instructions. An approach that fosters a more collaborative environment where employees feel valued and encouraged to share their insights. Ultimately leading to better decision-making and problem-solving.

A central tenet of ‘Humble Inquiry’ is that good communication depends on strong relationships. Schein argued that leaders must cultivate trust by genuinely engaging with their team members through inquiry. This involves asking questions to which the leader does not already know the answers and demonstrating curiosity in, and respect for, others' perspectives.

As workplace tasks become increasingly complex and interdependent, Schein highlights the need for collaboration. Humble inquiry helps by breaking down hierarchical barriers and promoting open dialogue, essential for effective collaboration in diverse teams.

He also noted how Western cultures often prioritise pragmatism and individual achievement over relationship-building and urged leaders to turn away from the traditional "telling" mindset.