Beyond the 5 Ws: Ask Questions as a Philosopher; Answer as a Visionary
People, and particularly philosophers, have always been interested in knowing the best questions to ask. The 5Ws and other questioning techniques were developed as a result.
Get him to the Greek
I majored in Civil Engineering at Edinburgh University for my four years there. But when I arrived, due to my A-Level grades, I was offered direct entry into the second year. These grades were much more of a reflection upon my excellent teachers than upon me (especially when it came to my Maths grade which was frankly miraculous). But I saw an opportunity presented by this offer and therefore immediately leapt at it.
I went into the office of my Director of Studies and duly proposed that instead of starting either year one or two of engineering, that I should study Ancient History and Archaeology instead. After all, if I did not need to do the first year of engineering surely I was free to study other things? It was not a question that he was expecting. My request was so unusual that he did not really know what to say. The moment of confusion created by my question was just enough for me to persuade him that this subject swap was not just possible, but was actually a really good idea to broaden my education.
I have always loved history and at that time I was getting increasingly interested in philosophy too. Therefore I was excited about getting the chance to delve into the thinking arising from the ancient world, and Greece in particular. After all, the system of thought born in Greece was foundational to the development of culture in Europe and the West.
The Grandaddy of Philosophy
“I know you won’t believe me, but the highest form of Human Excellence is to question oneself and others.” – Socrates
When studying European ancient history there are some larger than life characters that you cannot get around. Visionaries such as Alexander the Great and Julius Caesar reshaped the physical and political landscape. Others, such as Socrates, Plato, and Aristotle redefined the conceptual and intellectual environment.
Socrates was immortalized in the idealistic writings of Plato and has become something of the hero and father of Western Philosophy. His thinking contributed to the fields of ethics, logic, and pedagogy (teaching), to name but a few.
The Socratic Method
But perhaps Socrates was most famous for being inquisitive. He developed the ‘elenchus’, the Socratic method, a technique that was focused on stimulating critical thinking. It was primarily a tool for rhetoric, for use in debates between individuals holding opposing viewpoints. But it was not just about setting out an argument, learning to ask questions was key to its effectiveness.
The Socratic method is often used as a ‘negative’ question technique. In other words, it seeks to undermine or disprove an opposing hypothesis. When the person being questioned has to admit their thinking is flawed it exposes their wrong assumption and can often embarrass them. Big shot lawyers in Hollywood courtroom dramas demonstrate the extreme of this when played out dramatically.
Socrates happily asked questions of just about anything and anybody. Socrates’ subtle yet ironic questions often revealed other people’s ignorance. This was helpful in unpicking wrong assumptions but he became known as the ‘Gadfly’ for his persistent interrogation. Unfortunately, his questions eventually goaded so many prominent Athenians that he was sentenced to death.
Therefore he proved that asking effective questions does not necessarily make you popular. You have to be careful not to make people feel or appear stupid. Remember also, people hold dearly to certain assumptions or beliefs.
The Socratic method is a powerful technique but there are situations where one does not start with a hypothesis. Later philosophers can help us here. Others looked into more open methods of asking questions that went beyond just debate and into general inquiry.
For example, Hermagoras of Temnos reportedly defined seven “circumstances” (or ‘elements of circumstance’) that are central to any issue. These were: quis, quid, quando, ubi, cur, quem ad modum, quibus adminiculis. These translate as who, what, when, where, why, in what way, by what means (Ballif and Moran 2005).
Cicero is also attributed to using a similar system. This is the basis of what we know today as ‘the 5Ws’ of what, where, when, who, why (and how).
Kipling immortalised the concept when he wrote,
“I keep six honest serving-men, (They taught me all I knew); Their names are What and Why and When, And How and Where and Who.”
The Five Ws
Journalists in the twentieth century adopted the Five Ws as an interrogative style. It is an approach that is useful for getting the facts of a story. Police officers, researchers, crisis and incident managers, and others have used the same technique. In this context the 5Ws became more specifically:
Who is it about (who is involved)?
What happened (what’s the story)?
When did it take place?
Where did it take place?
How did it happen?
Why did it happen?
The idea behind this interrogative technique is to ask open questions. Therefore – as far as possible – one can build up an unbiased or uninfluenced statement of the facts. The principle of using open questions, like those captured in the 5Ws, is that you cannot answer any of them with just a yes or a no. The open question invites elaboration and the divulgence of more facts.
When you are trying to look at something holistically and understand a situation it is important to get information (not just the answers you want). This is part of the Observe and Orientate phases of decision making as outlined in the OODA loop. At this stage, it is really helpful to ask open questions. Therefore a framework such as the 5Ws can help to give a framework to our thinking, improve our planning, problem-solving and decision making.
Beyond the 5Ws
The 5Ws approach is specifically tailored towards information gathering about a past event. It is good at getting a snapshot of the ‘now’.
When tackling strategic issues we are not just trying to get a story, we are also looking to the future so we can establish a plan and develop options. The Right Questions approach takes the 5Ws a step further. By adding the ‘Which?’ question on top of the 5Ws it is also possible to consider the concept of ‘selection’. This helps us to look at options and risks.
So we find that we go almost full circle and end up with seven basic questions that reflect those asked by Hermagoras over 2000 years ago; a list comprised of the seven most used interrogatives of the English language: what, where, when, who, why, how, and which. It just goes to show, that as Solomon said: “There is nothing new under the sun”!
If you want the right answers you have to start with the right questions
About The Right Questions
The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.
Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.
I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!
The Socratic Method, as outlined in Plato’s Theaetetus, is a process of questioning that inspires critical thinking and analysis. Primarily the method was designed for moral and philosophical enquiry but the technique has been used in many other fields. The strength of the Socratic approach lies in its ability to challenge assumptions and negative thought patterns.
“Education is the kindling of a flame, not the filling of a vessel.”
Socrates
Directive or non-directive?
The challenge with using the Socratic method is that the questioner needs to be very self-aware. The direction of the dialogue can be swayed by the questioner and they can sway the direction and emphasis of the dialogue. The person initiating the question naturally takes on a leading role. The Socratic method allows the questioner to subtly challenge certain ideas, evoke particular thoughts or get the subject to establish a particular logical viewpoint. This can be done in either a directive or non-directive way.
If the questioner assumes that they already know the correct answer they will ask leading questions. The technique can be seen as creating leading, loaded or weighted questions. Used in this way it can be largely convergent in the thinking it inspires. It directs towards and converges upon the questioner’s point of view, rather than helping to clarify the premise of the questionee. If this is the aim then the method can be used as a debating technique to ‘win’ an argument. This is a problem in some contexts, for example in coaching.
Therefore even though it is non-directive in style it can be quite directive in its application. For a leader and manager, this can be very useful when helping someone to see an error in their work, thinking or behaviour. Instead of directly criticising or pointing out the fault, using the Socratic method you can help a person to see the illogical or erroneous nature of their approach.
“I cannot teach anybody anything. I can only make them think”
Socrates
Watch-outs when using the approach
One danger to this method, if you use it in the directive style, is that the conversation can descend into an argument. Debating can take this Socratic approach but when people are divided in viewpoint then this can descend into pure rhetoric. It is then about point scoring or winning. The value of listening to the other person and discussing alternative viewpoints are lost. This is often what happens in political debates.
At worst this becomes an exercise in confirmation bias rather than enquiry. The resulting argument undermines potential learning that should take place. Therefore this descent should be avoided.
My advice is to remain humble. As Socrates himself said:
“The only true wisdom is in knowing that you know nothing.”
Socrates
As you look at the evidence for and against a position it may turn out that the wrong assumption lies with you. I have certainly found that out before! Remember the advice of Stephen Covey:
“Seek first to understand, then to be understood.”
Stephen Covey
Nancy Kline uses a similar process (in terms of steps) to the Socratic method in her Thinking Partnerships. The difference is that the Thinking Environment approach and the nature of the questions used make it less directive or confrontational and therefore better for coaching and mentoring.
“Be kind, for everyone you meet is fighting a hard battle.”
Socrates
A question framework for the Socratic method
Here is an example 5 step framework for this type of Socratic questioning:
1. Receive
First, receive what the other person has to say. Listen to the other person’s premise, view or argument. And remember you have to properly listen to be able to do the next step.
2. Reflect
Sum up the person’s view-point or argument and reflect it back. Do this by first getting them to clarify and sum up their position and then by paraphrasing or repeating it back to them.
3. Refine
Ask them to provide their evidence. Find out why they are thinking or acting in that way. Discover the facts, beliefs or assumptions that underpin their standpoint. Often the premise will be based on assumptions rather than hard facts. Challenge these assumptions to test their validity.
Use further questions to uncover the fallacy of any wrong presuppositions. These are often ‘why’ questions. For example: “why do you think that?” Sometimes it can be helpful to construct the ‘why’ question as a ‘what’ question for example: “what makes you think that?” This is because why questions can often feel confrontational.
At times you may need to provide contrary evidence to challenge an assumption but try and structure this as a question too if possible. If there is a cognitive fallacy (a wrong way of thinking) then try and get them to find an exception (or if necessary provide one) that proves their own theory wrong. Discover and explore this circumstance to discover new, better thinking. In this way, you are refining the basic premise of the discussion.
4. Re-state
Now that you have refined your thinking get them to reformulate and re-state their position. If they see that they had a wrong assumption, get them to adapt or renew their wording and then re-state it.
5. Re-start
Now they have a new viewpoint you can go back to the start of the process. You can assess the new premise and challenge any further wrong assumptions in their thinking. This iterative or dialectic process helps to drill down to the core of the issue. This method becomes a cycle of dialogue.
The goal of the Socratic method
And that’s it. Simple. The question technique framework is easy to remember; the skill comes in applying it. The challenge, as noted before is to really listen to the other person and truly commit to coming to a better-shared understanding of the issue. This may come from challenging assumptions or illogical viewpoints but the goal of the Socratic method is not about winning an argument, it is about finding understanding, knowledge and truth.
If you want the right answers you have to start with the right questions
About The Right Questions
The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.
Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.
I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!
How to Progress From Debate to Dialogue Using the Socratic Method
The Socratic method? What on earth is that and why should I care?
Great questions.
I have been professionally taught (as a bomb disposal officer) and teach (as an instructor) question technique. I have also studied ancient history and modern psychology. With all that knowledge I have found there is little to beat the ancient wisdom of the Socratic method. That is why I use it, not only in my work as a professional coach but also in everyday discussions.
I recommend the Socratic method as it is a simple and practical approach to dialogue that you can use when having pretty much any discussion. As you read this you may find that you are using some of the techniques already.
So, whether you are a leader trying to manage your team, a frustrated buyer trying to deal with customer service, or just down in the bar putting the world to right, you will find something here for you.
I came here for an argument
Imagine that someone says something to you that you think is wrong. Time for a debate, right? You can point out their mistake and put your (obviously better) point across. Job done; argument won.
But what if winning the argument is at the expense of a relationship? What if you misunderstood what they were trying to say? Worse still, what if your position is wrong? I expect that we can all think of plenty of examples which is why we all have something to learn.
“Education is the kindling of a flame, not the filling of a vessel.”
Socrates
Conversational game theory
We often treat discussions as a zero-sum game. In other words, there is only one winner: win-lose in game theory parlance.
This type of dialogue is debating; one party is trying to prove that their argument is better than the other persons. But there is the rub. A debate often places emphasis on the ‘better’ rather than the most truthful argument. This is why skilful orators and writers employ rhetorical devices to create forceful arguments. They want to win.
Deep down we all feel slightly soiled when assaulted by these sorts of arguments. But unfortunately, we tend to overlook the negatives of rhetoric when we agree with the point being put across. That is largely due to our own confirmation bias.
The problem is, even when we do agree with some of this rhetoric there is a niggling feeling that things are not quite right, that we cannot move forward. That can happen in personal relationships, at work or on big political and international issues. Try to discuss any wicked problem such as education, health care or the environment and you will see what I mean.
Take politics as another example. One of the things that put many people off politics is the endless rhetoric. This is not a new phenomenon; it did not start with The Daily Show. This Sophist style of rhetoric has been challenged and ridiculed since Aristophanes was writing hit comedies for the ancient Greeks circa 400 BC.
This is because this approach to a conversation leads to the polarised stances of people, issues, and political parties. This type of debate leaves little ground for commonality. Things often end in a stalemate rather than consensus. That is bad for everyone as now we have gone from win-lose to lose-lose.
But there is a better way. Win-win outcomes are possible.
Constructive discussion
Dialogue does not need to be a debate. It all depends on the outcome that you are pursuing and how you seek to achieve that endpoint. Are you trying to resolve the argument or win it?
Are you trying to confirm your truth or the truth? The idea of the truth or absolute truth is a post-modern conundrum so let’s park that philosophical debate for a moment. The point of the question is: are you trying to get to the actual best outcome or just what you think is the best outcome? Are you seeking understanding or is it just ‘my way or the highway’?
If you are truly seeking an understanding of an idea and the best outcome for all parties then a dialogue can be a truly creative process. This is the strong belief of Nancy Kline and her development of the ‘Thinking Environment‘ where quality thinking and dialogue can take place.
That does not mean the dialogue is not robust. You do not have to agree with everything the other person says. In fact, just the opposite. The idea is to understand the other person’s viewpoint but then challenge presuppositions and wrong assumptions.
This is not only good for getting to the truth (whatever that might be) it can be truly liberating. Good coaches and therapists know that unpicking wrong assumptions is key to unlocking many people’s challenges. It frees people from wrong thinking and therefore frees them. Frequently it is our false beliefs that hold us back.
So, you can be robust but the approach to the discussion is key. You do not start with the presupposition that you are right.
“The only true wisdom is in knowing you know nothing.”
Socrates
This approach to dialogue goes back a long way, to Aristophanes and before: it is the Socratic (or elenctic) method.
How to use the Socratic method
The Socratic Method (or method of elenchus), as outlined in Plato’s Theaetetus, is a process of questioning that inspires critical thinking and analysis. Primarily the method was designed for moral and philosophical enquiry, but the technique has been used for pretty much any discussion.
Here I have simplified the Socratic dialogue approach into 5 steps:
1. Receive
First, receive what the other person has to say. This means listening to the other person’s premise, view or argument. And remember you must properly listen to be able to do the next step.
2. Reflect
Sum up the person’s viewpoint or argument and reflect it back. Do this by first getting them to clarify and sum up their position and then by paraphrasing or repeating it back to them.
3. Refine
Ask them to provide their evidence. Find out why they are thinking or acting in that way. Discover the facts, beliefs or assumptions that underpin their standpoint. Often the premise will be based on assumptions rather than hard facts. Challenge these assumptions to test their validity.
Use further questions to uncover the fallacy of any wrong presuppositions. These are often ‘why’ questions. For example: “why do you think that?” Sometimes it can be helpful to construct the ‘why’ question as a ‘what’ question for example: “what makes you think that?” This is because why questions can often feel confrontational.
At times you may need to provide contrary evidence to challenge an assumption but try and structure this as a question too if possible. If there is a cognitive fallacy (a wrong way of thinking) then try and get them to find an exception (or if necessary, provide one) that proves their own theory wrong. Discover and explore this circumstance to discover new, better thinking. In this way, you are refining the basic premise of the discussion.
4. Re-state
Now that you have refined your thinking get them to reformulate and re-state their position. If they see that they had a wrong assumption, get them to adapt or renew their wording and then re-state it.
5. Repeat
Now they have a new viewpoint you can go back to the start of the process. You can assess the new premise and challenge any further wrong assumptions in their thinking. This method becomes a cycle of dialogue. The iterative or dialectic process helps to drill down further and further to get to the core of the issue.
And that’s it. Simple. The question technique framework is easy to remember; the skill comes in applying it. The challenge, as noted before, is to really listen to the other person and truly commit to coming to a better-shared understanding of the issue.
“I cannot teach anybody anything. I can only make them think”
Socrates
Why people (but particularly leaders) need to ask good questions
As a leader who prefers to lead in a non-directive style (in other words I ask lots of questions) and as a professional coach, I know that seeking understanding is vitally important to success.
That is because success is not just winning the prize or beating the competition. That is short term. Real leadership success is taking people with you, involving them in the journey and creating a future that is better for everyone. As a leader, you might have a fabulous vision of that better future but if you want to get there you need to take people with you.
Whoever you are, leader or not, you should want to embrace the diversity of thought others bring in order to learn, as well as to achieve your life goals. You will also want to unblock any negativity in relationships that you have. This means you need to develop an understanding and apply empathy. Remember:
“Be kind, for everyone you meet is fighting a hard battle.”
Socrates
Therefore, seek understanding. Seek knowledge. Have productive dialogue. Learn. Progress.
This is why I have found asking questions so powerful and the Socratic method so useful. The father of philosophy gives us the structure, all we need to bring is the right attitude.
So, next time you feel your argument becoming a polarised debate, remember the Socratic method and have a truly productive exchange of ideas.
If you want the right answers you have to start with the right questions
About The Right Questions
The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.
Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.
I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!
Why Socrates is the Father of Leadership Development
I have had a fascination with philosophy, and particularly with Socrates, ever since winning the book, A History of Western Philosophy by Bertrand Russell, as a prize at school. As someone passionate about personal development, and as a professional coach, it continues to amaze me how many important themes, such as self-inquiry, question technique and ethical decision-making, can be traced back to the thinking of Socrates, Plato, and Aristotle.
Socrates and the importance of self-improvement
Arguably, Socrates was the father of personal development as well as Western philosophy. He is most associated with the Greek aphorism, “know thyself” and is quoted as saying,
“To know thyself is the beginning of wisdom”
Socrates
This premise is echoed in personal development literature, such as Stephen Covey’s The 7 Habits of Highly Effective People, which starts with mastery of self before moving onto success in the public field or in the leadership of others.
It is somewhat tautological to say that self-improvement should start with self, but it is a point that is often overlooked. All too often, when setting goals, we choose to focus on people around us. This might be in making unhealthy comparisons (a particular problem in the age of social media), blaming our situation on others, or endlessly seeking to fix everything around us, without doing any home maintenance.
To know that we have progressed – in whatever field we want to develop – we need to be able to manage a process of improvement. As the adage goes, “you can only manage what you can measure.” That being the case, when setting a goal, you need to define the start-state as well as the end-state. Self-examination should therefore be the first step of productive personal development. We start by working out where we are now. And the most important aspect of this self-examination is to identify the motivations, beliefs and ideals that inform our behaviours.
Socratic ethics, virtues, and values
Socrates, in his dialogues, sought to seek out and test the foundations on which people based their ideas and actions. He also believed there were right and wrong actions, good and bad decisions. In other words, he sought virtuous behaviour and ethical decision-making.
Socrates believed in an objective good, a standard of right and wrong. This contrasted with the Sophists who treated truth as relative. The Sophists were more concerned with eloquent debates and winning arguments; it was less important whether what they were arguing for was true or not. Today a Sophist might be compared to an unprincipled lawyer who is willing to defend anyone for the right price, or a rotten politician who is willing to say anything to bolster their position. Few of us would claim to know objective truth but fewer still are comfortable with such extremes of relativism. Most people prefer to have principles to live by.
Are there immutable and irrefutable principles? It is an excellent philosophical question and one that is still being asked. Socrates did not claim to know, or presume to dictate, the standard of absolute truth, but he always strove to find it. I think that is a great place to start. We can imitate the likes of Socrates by having the humility to admit we may not know the truth and that we are imperfect people. Add to this a curiosity to seek out the good and a determination to change, and we find ourselves describing what today we call a growth mindset.
We might not have thought of it in these terms before, but this search for truth is – in philosophical terms – about ethics. It is about making the right choices. If these choices are about acting beyond pure self-interest, then we are also talking about virtues. And there is the rub. A lot of what we desire might be purely selfish; it may even be base or wrong. Self-examination can require us to be brutally honest with ourselves about what we value and why.
Integrity and leadership
Leadership also starts with self. If you cannot lead yourself well, how can you expect others to follow you? That is why leadership itself is a development journey akin to broader self-improvement; it is a path of learning much more than it is a role or title. Which ones again leads us back to the need for self-inquiry and the need to ask some questions.
If you compare lists of leadership traits, probably the most common trait you will come across is integrity. In my military career, it was certainly considered the most important of leadership traits as a failure of integrity was the quickest way to lose credibility as a commander.
Integrity is about walking the talk; about acting in accordance with the standards that you set. But this begs the question, what is the right standard? In theory, a bad boss could have integrity of a sort if they acted in accordance with their ideals, even if bad ones. So, integrity must be coupled with the idea of good leadership, not just effective management. And hence we find ourselves back in the realms of ethics, virtues, and values again; as we need to know our principles to act in alignment with them, and the precepts we follow should be good ones.
Socratic questioning
Similarly, to Confucius and Buddha, Socrates’ style of pedagogy was through inquiry. In other words, he taught by asking questions. In this way, I like to think that Socrates is the grandfather of coaching as well as philosophy and self-improvement!
Socrates developed the elenchus or Socratic question technique. The aim of this technique was to clarify someone’s position on a subject and then question the foundational assumptions of the idea to test its logic. The technique has been adapted and used in diverse fields such as debating, legal cross-examination and coaching. If you are curious about the world and like to understand ideas and test beliefs, then it is an important tool – even if just to use in everyday conversation.
“The highest form of Human Excellence is to question oneself and others.”
Socrates
In this context, we can use the same process to question ourselves. If we do not have someone to help us, such as a coach or counsellor, we can do some self-reflection. Using a journal or taking notes can be helpful in this process. Here is a simplified way to use the Socratic method when using it for self-examination:
Reflect
Reflect upon a statement or a decision that you have made. Some of the most insightful statements and decisions to investigate are the more negative ones. For example, we might choose not to do something, saying “I can’t do that!” Hold that thought or write it down.
Refine
The next step is to refine. Here the context of the word refine is like that of refining precious metal; the aim here is to expose our thinking to the flame, to burn away untruths and remove the impurities from our thinking.
To do this we must examine the assumptions that have informed our words and actions. If we don’t think we can do something, why is that? What is the belief or feeling that underpins this? Some assumptions are reasonable, some are simply false. The purpose of this stage is to sift what is true from what is not.
Re-state
Once we have examined the thinking behind our statement or decision, we can re-state it, bringing in our new knowledge. If there was a false assumption identified, it might be we can turn the statement on its head. We might be saying “I can” instead of “I can’t”.
Repeat
The next step is to further examine the new statement. Are there further assumptions that need to be identified and tested? In this way the process is like the 5 Whys interrogative technique; we keep on asking the questions until we get to the fundamental issue. As we delve ever further into our thinking, we should be able to identify the core beliefs that shape our thinking, the standards that drive our behaviour and the values that inform our decisions.
Know thyself
Socrates commitment to enquiry, truth and ethics got him into trouble. He was nicknamed the gadfly; an annoying biting insect, by self-important and self-proclaimed wise people. They did not like to be exposed by Socrates as his questioning revealed their fallacies and undermined their position. He so challenged the beliefs and norms of his day that he was sentenced to death. His integrity was amply demonstrated in his unwillingness to back down in his search for truth.
Revealing the truth can be uncomfortable and maintaining our integrity often comes at personal cost. Self-inquiry can be a humbling process, but it is a vital one if we truly want to be happy in who we are and successful in what we do.
So, be prepared to be confronted with some brutal facts as you begin your self-examination. And don’t just make it a one-off, instead, develop a habit of challenging your own thinking. For all of us, whether in leadership positions or not, this process of reflection is a vital part of self-improvement.
Be like Socrates and seek to know thyself.
If you want the right answers you have to start with the right questions
About The Right Questions
The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.
Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.
I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!