[SSG nudge Leadership] Comparing with Masters through Questions

- Ssuk Questioning Method for Understanding Intent Between Superior and Subordinate

Changwook Park, CEO of Korea Knowledge Workers Association (Secretary General of Daewoo World Management Research Association)

A few days ago, I was surprised during an interview. It was because of a question posed by the interviewee. "Could you please compare and explain the strengths and weaknesses of the four countries where Daewoo operates its training programs?"

This was an interview for selecting trainees for the GYBM program, also known as the Kim Woo-joong Academy, which sends trainees to Southeast Asia for one year of training before employment. At the end of the interview, I asked if they had any questions or remarks, and one candidate asked this question. The issue was not whether the question was right or wrong, but its appropriateness in terms of time and place. There was only a short time left before switching to the next interviewee, and the question made the interviewer feel as if they were being interviewed.

While the question has many positive functions, if not handled skillfully, it can create an awkward moment. The criteria for judging the appropriateness of questions and answers exchanged between hierarchical relationships depend on the effort and energy invested in the answering process. Simple short-answer questions seeking knowledge, correct answers, or objective facts are exceptions.

In conversations between organizational superiors and subordinates, or between teachers and learners, there are two types of questions: open-ended and closed-ended questions.

Open-ended questions are broad, such as "How do you find using this product? What do you think marketing is? What would you like to do in the future? From our company's perspective, which field do you think will be promising?" These require a lot of thought and study to answer. Therefore, answering them demands considerable effort and energy from the respondent. This is a top-down questioning style.

Closed-ended questions are like "Which is better in terms of efficiency, A or B? For today's company dinner, should we have samgyeopsal with soju or pizza with beer? There are three alternatives for this project, with pros and cons as shown in the materials, and practically, option 1 seems best. Which do you prefer, sir?"

Let's directly compare the following two questions: "If we market this new product overseas, which country should we try first?" and "If we market this new product overseas first, should it be China or Vietnam?"

It is better if subordinates or students expend more energy when answering. This is because the learning effect comes through the answering process. Parents, superiors, teachers, mentors, and elders have the duty to enhance the competitiveness of their children, subordinates, students, and mentees. Therefore, they should stimulate them to think more comprehensively and study to construct their answers.

Conversely, when subordinates ask superiors, children ask adults, or mentees ask mentors, questions should be easier to answer. It is better to formulate several possible answers matching the question and present them for the superior's consideration. It is inappropriate to make the superior struggle too much to answer.

Moreover, by asking questions that subtly probe, one can glimpse the superior's thoughts and compare them with one's own. This allows anticipating the superior's judgment criteria and level, covering any gaps. Pre-coordination is possible, facilitating smooth project progress. It also reduces the risk of being judged incompetent for failing to grasp the intent properly during the final report.

How would it have been if the interviewee had asked the question this way? "I have analyzed the four Southeast Asian countries from an industrial perspective and found each has strengths and weaknesses. Based on this, among Vietnam, Myanmar, Indonesia, and Thailand, I applied to this country. I would like to ask if this was a good choice."

In situations such as employment, reemployment, or when seeking help from others, form your opinion based on your own study and information and ask closed-ended questions. The key is to enable the interviewer or superior to answer with minimal effort and energy. Finally, the moment when you are asked if you have any questions will become a golden opportunity.

Park Chang-wook, CEO of Korea Knowledge Leader Association (Secretary General of Daewoo World Management Research Association)

◆What is 'Nudge Leadership'?

- 'Nudge Leadership' is not about coercion or oppressive directives but about leading organizational or personal change through small, gentle interventions or motivation. It also involves improving human relationships through small changes in oneself, transforming into a person others want to follow. Ultimately, it breathes creativity and passion into organizations or relationships, creating new value and happiness.

This content was produced with the assistance of AI translation services.