Have you ever noticed how the way a question is phrased can make even the most competent person hesitate? Not long ago, I overheard a conversation between a high-ranking executive and an ordinary salesperson. The executive asked:
“How much do you think we will sell for this year?”
There was a moment of silence. I saw the salesperson’s eyes darting from side to side, up and down, before he answered—probably based on the expected budget. Was that the answer the executive really wanted? I’m not sure. But what I observed was that the salesperson interpreted the question from a survival perspective. If he had answered “30 million,” he might have been praised later; whereas an honest “I don’t know” could have led to criticism or even put his job at risk. What truly matters is how the framing of a question affects the answer—something that the MEDDICC method helps us understand and manage.
Why Asking the Right Questions Is Crucial
1. Risk Aversion and Self-Preservation
We humans are inherently risk-averse. When faced with a question, we often think: “What’s the best way for me to avoid negative consequences?” This mindset can lead us to answer out of fear rather than creativity or honesty. If you pose a question in a way that seems threatening or critical, you force answers that reflect that very insecurity—and that can stifle both innovation and learning.
2. Making People Feel Smart
Well-crafted questions should make employees feel intelligent and valuable, not scrutinized. By clearly explaining the purpose of a question and how the answer will be used, you invite honest and thoughtful responses. Instead of pressuring someone for a number or a quick reply, you give them space to reflect and contribute their best ideas. This involves giving them time to think by including all three essential parts in your question:
• An Idea You Want to Establish: For example, “The idea behind our new company presentation is that it should help the customer see new business opportunities.”
• A How-Question on Which You Want Input: For instance, “How do you think it has helped you with this?”
• How You Will Use the Answer: For example, “I have a meeting with the marketing team later today and need your input.”
So instead of asking,
• “What do you think about our new company presentation?”
Ask:
• “The idea behind our new company presentation is that it should help the customer see new business opportunities. How do you think it has helped you with this? I have a meeting with the marketing team later today and need your input.”
You might think this question seems unnecessarily cumbersome—and that’s intentional. The extra time allows the respondent to mull over the question and deliver a well-thought-out answer.
3. Creating a Culture Where It’s Okay Not to Know
No one has all the answers—and that’s perfectly fine. When you, as a leader, create an environment where it’s acceptable to say “I actually don’t know,” you encourage openness and learning. It’s easier to improve when you acknowledge there is room for growth. Well-crafted questions should not force a “correct” answer; rather, they should invite discussion and collaborative problem-solving.
Examples of Dumb Versus Smart Questions
Below are several examples that illustrate the difference between dumb (or “trap”) questions and smart, empowering questions in various situations:
Sales Figures
• Dumb Question:
“How much do you think we will sell for this year?”
– This question is often perceived as a test or threat, where the answer is judged against expectations and budgets rather than a realistic estimate.
• Smart Question:
“I need a number for my leadership meeting in an hour. Can you give me your best estimate based on the trends we’re seeing right now?”
– This formulation clarifies that an exact figure isn’t required, just a qualified estimate. It reduces pressure and invites an honest response.
Discount Strategies
• Dumb Question:
“Are we giving too many discounts?”
– This question risks putting the salesperson on the defensive, likely resulting in a quick “no” without thoughtful consideration of strategy.
• Smart Question:
“How can we negotiate with our customers so that they feel they’re getting a great deal while we still protect our margins? What alternative strategies could we consider?”
– This open question encourages constructive discussion about strategies and improvements, prompting the salesperson to think of win-win solutions.
Prioritizing Tasks
• Dumb Question:
“Have you finished everything you needed to do today?”
– This often elicits a short, reflexive answer that doesn’t provide insight into how tasks are prioritized.
• Smart Question:
“When you review your to-do list, which 20% of tasks do you think deliver 80% of the results? How can we work together to ensure you spend most of your time on them?”
– This question encourages the employee to think strategically about their day and identify which tasks truly create value.
Using the CRM System
• Dumb Question:
“Why aren’t you filling in the sales reports properly?”
– This can come off as accusatory and lead to defensive responses.
• Smart Question:
“I know you work hard every day to close deals. How can we make our CRM system a better tool for you so that you can more easily focus on the most valuable customer opportunities?”
– This invites a solution-oriented discussion, encouraging the salesperson to share their thoughts on how the system could better support their efforts.
Feedback and Development
• Dumb Question:
“Why did you fail to meet your targets this month?”
– Such a question can make the employee feel attacked and trigger defensive behavior rather than open learning.
• Smart Question:
“What challenges did you face this month, and how can we work together to overcome them so that you can achieve your targets?”
– This framing focuses on identifying challenges and jointly finding solutions, fostering an open discussion about improvement.
Project Follow-Up
• Dumb Question:
“Have you finished the project yet?”
– This may come off as accusatory if the project is behind schedule.
• Smart Question:
“What have been the biggest obstacles in the project, and how can I or the team help to ensure we stay on schedule?”
– By asking this way, you show willingness to support and learn about the actual challenges rather than simply demanding results.
Implementing the MEDDICC Style in Your Leadership Dialogue
MEDDICC is all about asking the right how-questions—questions that drive engagement, build trust, and lead to measurable results. By applying the principles of the MEDDICC method, you can:
• Create a Positive Framing: Ensure each question clearly communicates its purpose and shows that you value your employee’s expertise.
• Encourage Creativity and Reflection: Prompt your team to think through their answers and propose improvements.
• Establish a Culture of Openness and Learning: Make it acceptable not to have all the answers immediately—this is part of growing and developing.
Final Thoughts
Asking the right questions is an art—and when combined with the principles of the MEDDICC method, it becomes a powerful toolkit to make your employees smarter. By rephrasing your questions to be clear, encouraging, and strategically focused, you can avoid creating unnecessary stress and instead build a work environment where everyone feels empowered and engaged.
Next time you ask a question, consider:
How can I frame it so that it becomes a catalyst for smarter, more constructive answers?
After all, it’s not just about getting an answer—it’s about creating a dialogue that leads to mutual success and development.
Good luck, and remember: the right question at the right time can work wonders!
Best regards,
Jens and the MEDDICC Team
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