Stop and take a few breaths, look the person you are discussing with in the eye and ask: What do you think?

That’s easy, isn’t it? But then:

Don’t let go of their gaze, don’t say anything more. Be quiet and wait. Listen with your whole body. Accept any answer graciously.

Think about what you hear and ask the next open-ended question, one that can’t be dismissed with a simple “yes” or “no”. For example: How would you solve the problem? What do you need to do? What is the next step?

And after the discussion: What did you yourself learn from three, four genuinely open-ended questions?

Good managers organize and explain – management is often fast one-way communication. Those who lead best communicate both ways. They want to understand the thoughts and feelings of others because they have learned that the human competitive advantage over everything artificial lies in innovative creativity. That is born in dialogue with other people.

This is where I come in. With me, you or the whole team stops. With open questions, we create space for new insights to be translated into action. There is not one simple manual, everyone builds their own method. It is demanding and it gives a very good return on investment.

Throughout my career, I have worked with questions: First as a journalist, then as a manager, and now as a coach. Over these decades I have learned how questions work and don’t work. 

The years as a leader (everything from editorial manager to editor-in-chief and CEO) gave me invaluable insights into what it’s like to work under pressure from all directions – from above, below, the sides, inside, outside, and from home… This is reflected in how the training programs are structured. Inspiring theories are translated into realistic changes. 

Alongside classic and modern thinkers in communication, I offer a suitable dose of existential philosophy, providing new perspectives on how we interact with each other in the workplace. 

This is important. All workplaces should incorporate the art of asking open-ended questions into their budget. These budgets for leadership training vary in size, which is why my prices are negotiable. We simply discuss what the company or organization can afford.

In the feedback on the training courses I conduct, participants write about their aha-experiences that they take with them to their everyday lives and that motivate them to do their jobs better. The feedback has so far (2018-2025) averaged 5 points out of 6.

In addition to my own training, I facilitate other companies’ courses in English, Finnish and Swedish.

Read more about me (below) and send some thoughts about your wishes: barbro.teir@perspectives.fi