30 Executive Questions to Improve Your Business Leadership – How Successful Engineers Become Great Business Leaders

30 Executive Questions to Improve Your Business Leadership

  1. What are your prime chunks of time as a business leader and how can you maximize their effect?
  2. Which additional knowledge would have an exponential impact on your achievement as a business leader?
  3. What spider line do you need as a leader to monitor progress on your most important goals and spring into action as soon as a deviation occurs?
  4. What should not work, but is working anyway? How can you apply reverse engineering to systematically obtain more of these excellent results?
  5. How can you design and apply quick pilots with fast, sizeable, and frequent feedback, to accelerate learning for you and your organization?
  6. Where do you reward behaviors in your organization, focused on playing to win, acting boldly, and courageously moving ahead into the unknown?
  7. What is the biggest issue your business is facing right now? How can you apply your three engineering strengths to act more like an owner and less like a victim to deal with this issue?
  8. Where do you need to force yourself and your organization to behave like a student, instead of a follower? Where do you need to step out of dogmatic thinking and become more curious instead?
  9. Where do you need to raise the bar as a leader to stop symbolism and start to provide substance by consciously role-modeling the behaviors you would like to see on a consistent basis?
  10. Is your entire organization committed to, or only involved in its most important goal? Which behavior can you show as a leader to increase commitment?
  11. In what areas of your business are you pleasing when you should instead be serving?
  12. Where has your organization fallen in love with processes and lost sight of the overall result?
  13. Where can you improve your key presentations, take less space, and focus more on adding value to your customers?
  14. What behaviors bring out the best in your team members, and how can you speak with clarity to make these behaviors explicit?
  15. If agreements are ignored often in your organization, which standards do you set for honoring your word as a leader?
  16. When should you be more curious, rely less on anecdotes and ask, “Where’s the evidence for that?”
  17. Which legacy do you want to leave behind as a business leader?
  18. How would you apply strategic quitting regarding the performance review system to improve the speed and quality of feedback in your organization?
  19. Where can you use 20 percent of the effort to quickly meet 80 percent of the cost-saving objectives?
  20. Where can you use your engineering strengths to delegate, eliminate, and outsource to free up time for yourself and focus on marketing, innovation, and strategy?
  21. To avoid being blinded by coherent stories, improve executive judgment, and find missing parts of a corporate strategy, you need to ask:
    1. What else can explain these data points? This question uncovers lack of alternative explanations for stated facts.
    2. What needs to happen to ruin this strategy? This information points to vague or missing assumptions.
    3. Who has tried before and has failed? This knowledge will prevent you from ignoring historic trends and developments.
    4. Why are you using impossibly accurate numbers (like market share will grow to 24.89 percent in 5 years, really?). This question challenges mindless extrapolation of uncertain data.
  22. What needs to happen to abandon your most important initiative? How do you check this progress on a regular basis?
  23. Where do you gild the lily and allow your organization to continue tinkering with what actually works well?
  24. In your next interaction, when should you skip the sledge hammer and apply tact and empathy to bring your message across?
  25. How do you know you have crossed the line between admirable persistence and block-headed tenacity?
  26. Where are you trying to win, when this area is actually irrelevant for your success as a business leader?
  27. Where do you try to look smart instead of being effective as a business leader?
  28. Which one growth goal, that if achieved right here, right now, would have the biggest positive impact on your organization?
  29. Which one behavior would have the biggest positive impact on achieving your most important strategic goal?
  30. Which massive actions can you take daily to achieve your most important goal and build the most important behaviors for yourself or your organization within 100 days?