强有力的发问是管理者的教练技术所独有也是最有效的教练工具或者说方式，这也是教练技术不同于心理咨询和顾问等的具体表现。好的提问，能让人集中注意力，进而产生自发行动。教练通过提问，能帮助客户更好地跟自己对话，启动自发性的思考，帮助客户自己找到解决问题的方法，从而提升解决问题的能力，实现更高的目标，成为更好的自己。

爱因斯坦说：如果我必须用一个小时解决一个重要问题，我会花55分钟考虑我是否问对了问题。

- 为什么学习教练技术就要学习提问？
- 什么样的提问算是强有力的问题？
- 提问在工作中或生活中，有何意义？
- 应该如何学习提问这个技能？

教练应以怎样的问题开启一段对话，又该以怎样的问题结束一堂培训，一切解答尽在视频之中！敬请enjoy！


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成为一名优秀的教练取决于你所提出的问题。管理者告诉员工该怎么做用问题来对其进行指导，但领导者提出的所有的问题却不尽相同。

首先让我们从坏问题开始。有一些不好的问题我们作为教练也会不小心就问出来。我们最常听到的一句话是：这有什么意义？每当你问这个问题时，你得到的答案是什么？99%的情况下会是是的，是的，这很有意义，因为拒绝意味着两件事。

一是问问题的人不是很清楚，但我不想让他们感觉不好，二是更糟糕的是，我并不真正了解发生了什么，但我不想向他们或我的团队展示出这一点。所以我只是假设我以后会根据上下文弄清楚，所以我会下意识肯定，也因此我得到了很多错误的肯定，由此这个问题不是一个很有效的问题。因此，我们应该做的是问你如何将这个问题应用在实际情况中，让他们知道你有兴趣让他们真正采取行动。你所探讨的内容而不是仅仅表达你是否理解我说的内容。

我们可能犯的第二个错误是，基本上只是问一个问题，这是另一种提供建议，和告诉他们该怎么做的方式。所以你可以这样说你认为下一次在开会时准备好报告会更好。或者下一次在有新的发现之前写下你的问题不是更好吗。

当然，这是一个引导性的问题你基本上就是在告诉他们你想让他们做什么。所以这两个问题最终都是无效的。作为一个教练我们需要构建我们的问题让他们朝正确的方向思考。因此，这里是如何在设置教练课程时提出优秀的问题，你希望你的团队受到影响，进行不同的思考，这是你工作的一部分以改变他们大脑模式。

因此，你的对话开始时不能是为自己服务的，比如我想和你谈谈这个问题，或者我想向你提供反馈的内容。这不是关于你。而是关于改变他们的行为改变他们的想法，让他们思考不同的东西。因此，开始你的教练课程的最有力的方法之一是问你在想什么？

这种类型的问题是非常开放的，但它需要对话背景足够封闭。你可以直接开始讨论他们在什么地方分心，或者他们在想什么。也许是个人问题或商业问题，但无论如何，这是一种很好的方式去了解他们的世界正在发生什么，进行这种对话的背景是什么。

然后我们就能进入第二类问题了，这是一个非常常见的问题，与挑战有关，为什么你会面临挑战。现今大多数人在面对挑战时都会指责外人，所以我也希望你能考虑在跟进这个问题时，运用你那些挑战你的问题，或者对你来说是真正挑战的问题。这能让人们更多地自我反思从内部思考发生了什么，他们应该如何改进。

另一个很好的问题是，在沟通的过程中为了让你自己少说话，让他们有一点不同的想法你可以简单地问一下，还有什么能让人们进入一个模式开始从一点不同的方向思考问题，这是一个不同的问题。然后是还有什么，这是一个封闭式的问题，因为他们可以说是与不是，但还有什么是开放式的。

它让人们思考其他事情，几乎暗示了应该还有其他事情。我现在还想将话题回到一个常见的坏问题上这个问题你必须敏感。这是一个我不希望你永远不问的问题。我只是希望你在问这个问题的时候，要有意识这个问题就是任何以为什么开头的问题，特别是当你试图对你的反馈进行建设性升华的时候。

为什么的问题会引起人们的防备，你为什么不在会议上出现，而要在会议结束后才出现，你为什么不在最后一个问题之前准备好你的问题呢。你得到的答案会导致人们的防备心理。所以如果你一开始就说是什么或如何，往往会让人觉得你和他们站在同一阵线上。

还有其他类型的问题你应该在浏览的过程中得到一些想法，我希望你尝试想象一下，你想得到的答案的类型。但是，在你的教练课程结束时，一个真正有力的问题，可以确保这不像是一次松散的谈话就是问一个，能使他们自我反省的问题。

如果你有一个具有挑战性的对话有时你会问他们一个问题，比如你今天学到了什么，如果你们没有相处好，他们可能会回敬你，比如我今天没有从你那里学到什么，丹。所以这个问题会让你意识到它可能有一个负面的语气在里面。所以我们想，为什么我不直接问正面的问题，你今天学到了什么好的内容，你从我们的会议中得到了什么正面的内容。

但现在你不理会他们，让他们告诉你其实他们脑子里在想什么。但这我们就可以发现一个非常有趣的平衡我希望你能引导他们以积极的方式结束你们之间的对话。但不要强迫他们只告诉你一些积极的事情，所以正确的平衡应该是关于学习的事情。

你今天学到了什么，这是一个中性的问题。我学到了一些好东西，或者我没学到什么好东西。但另一种问法是你今天学到的最有用的东西是什么。当你有这样的措辞时，会使对方想到不管，我认为这次会议的质量是好是坏，我可能从中得到了一些有用的东西。

这种类型的互动将帮助你了解你正在辅导的人在获得反馈或采取行动方面的情感投入。你今天学到的最有用的东西是什么？作为一个培训师、教练和领导者，这种类型的问题对于结束你所有的会议是非常好的，因为当人们回顾那个会议是如何进行的，他们记得高峰和低谷，他们也记得他们在会议结束时的感受。

因此，如果你创造了一个积极的结果，你就更有可能得到行动或收获并随着时间的推移而得到改善，而不是让人们觉得，啊，这次会议是一种浪费。



Being a great coach comes down to the questions that you ask. Managers tell people what to do coaches they guide with questions, but not all questions are created equal.

Let's first start off with bad questions. There's some bad questions that we accidentally can ask as coaches. The most common one that we hear is does that make sense? Whenever you ask that question, what is the answer that you get? 99% of the time yes yes, that makes sense, because a no implies two things either.

The person asking the question wasn't very clear, but I don't want to make them feel bad or worse I don't really understand what's going on, but I don't want to announce it to them or my team. So I'll just assume that I'll figure it out later with context I'll say yes, so I get a lot of false positive. Therefore that question is not a very effective question. So instead what we should do is ask how you would apply this to a scenario show them, that you're interested in getting them to actually take action on. What you discussed instead of just saying do you understand what I've said.

The 2nd mistake that we can have is trying to just basically ask a question, that's another way of giving advice, and telling them what to do. So you could say something like do you think that it would be better next time to come prepared to this meeting with running a report. Or won't it be better next time to write down your questions before jumping on a discovery call.

Now of course it's a leading question and you're just basically telling them what you want them to do. So both of these questions end up being ineffective. As a coach instead we need to structure our questions that get them to think in the right direction. So here's how to ask great questions, whenever you're setting up a coaching session, you want your team to be influenced to think different, that is part of what your job is to change brain patterns.

So how you start off this conversation can't be self serving, like I wanted to talk to you about this, or I have feedback that I want to deliver to you. It's not about you. It's about changing their behavior changing their mind, getting them to think about something different. So one of the most powerful ways to start off your coaching sessions is ask, what's on your mind?

This type of question is very open ended, but it's closed enough context where you can just get going on，what are they getting distracted on or what are they thinking about. Maybe it's personal issues or business issues, but either way it's good to understand what is going on in their world, what is the context that will be having this conversation.

Then we go into the second type of question, and this is a pretty common question that has to do with challenges, why challenges are you facing. Now most people when confronted with challenges will blame outsiders, so I also want you to consider following up that question with what challenges are there for you, or what is the real challenge there for you. And it gets people to be a little bit more self reflective think internally about what is going on what they should improve on.

Another great question to follow up with this, so you do less talking and get them to think a little bit differently is simply ask, what else it gets people to go on a pattern start thinking about things in a little bit different direction, and it's a different question. Then is there anything else, which is a close ended question because they could say yes no to that, but what else is open ended.

It gets people to think about other things and almost imply that there should be other things. I also now want to go back to a common bad question to ask and this one, you have to be sensitive to. It's one of those questions that I don't want you to never ask. I just want you to be conscious of when you ask it, and that question is any question that starts off with why, especially when you're trying to be constructive with your feedback.

A why question causes people to be defensive, why didn't you show up to that meeting without over port, why didn't you prepare your questions before this last one. The answers you get to that cause people to be defensive. So instead if you start off with what or how, it tends to feel a little bit more like you're on the same side of the table as them.

There's other questions that you should evoke as you go through, and I want you to experiment with the type of answers that you want to get. But at the end of your coaching session a really powerful question to make sure that this doesn't feel like a fluffy conversation is to ask a question, that causes them to be self reflective.

If you're having a challenging conversation, sometimes you ask them a question like, what did you learn today and if you didn't get along, that they might come back to you, as like I learned nothing from you today Dan. So that question you realize can have a negative tone to it. So then we think well why don't I just ask the positive, what's a great thing that you learned today, what's a positive thing that you took away from our meeting.

But now you're disregarding them to let them, tell you actually what's going on in their head. But there is a really interesting balance that we can find, I want you to guide them to have a positive ending to whatever conversation that you have. But not force them to only tell you something positive, and so the right balance for this would be something about learning.

What did you learn today now that's a neutral question. I learned something good, or I learned something not so good. But another way to ask that is what was the most useful thing that you learned today. And when you have it worded like this, it causes the person to think well regardless, if I think the quality of this meeting was good or bad, there's probably something useful that I've taken away from it.

And this type of interaction will help you understand how emotionally invested, the person that you're coaching is in getting feedback or taking action. What is the most useful thing that you learned today? Now as a trainer as a coach as a leader this type of question is wonderful to end all of your sessions, because when people look back unto how that meeting went, they remember the peaks in the valleys and they also remember how they felt at the end of it.

So if you create a positive outcome, you're more likely to get action or takeaways that will improve over time, instead of getting people to feel like ah, this session was a waste.


- 我知道做个慎思明辨的人挺好的，会问很多恰到好处的问题也挺不错的，可我就是不知道该问哪些问题，不知道怎么个问法。
- 改变你的提问，就能改变你的结果。这是每一个转变中的评判者最核心的自我管理技术。
-  判断一个人的能力，不是看他如何回答，而是看他如何发问。
- 一次提出一个问题，越简单的问题越能得到详细的回答。
- 如果我们想要有一个好的聊天效果，就要从系统一开始，先塑造一个轻松的氛围，让谈话者愿意开口，然后再循序渐进。
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