如何提出有建設性的問題？

如果你同多數的領導者一般，在與員工晤談時，多半是你自己誇誇而談，而非真正在徵求員工的好意見。你多半提出的所謂問題，其實只是假意作態而已，其實你心中早有定數，而未能真正聽進員工回饋的意見。

例如，你如果說：“你不會真正認為這樣行得通吧？”這樣帶有偏見的問題，如此的對話風格只會讓員工，會讓員工感到受到羞辱，他會不信任你，不願意給你他真正的想法，而你會因此得不到你真正需要的資訊與回饋意見。

如果你自己早就有定論或是知道答案，請千萬不要讓你和員工之間的對話到頭來，到最後讓你說出“笨蛋”的粗魯結論。如果結果會這樣，還不如你自己一開始就說出你自己的意見與指示，包含你的理由與主張，而不要假裝你是開放民主的領導者。

不過，你還是可以真誠的告訴大家，你還有哪些部分是不確定的，不肯定的，你需要大家給予糾正或補充意見。或是，你自己可以提出幾個不同的選項，給出你對不同構想的正反意見，再請員工一起幫忙做出選擇決定。

如此，你對員工提出的問題，就會有建設性。

How to put forward constructive problems?

If you are the same as most leaders, most of you talk about yourself when you talk to employees, rather than really seeking good advice from employees. Most of the so-called questions you ask are just hypocrisy. In fact, your mind has already set the number, but can not really listen to feedback from employees.

For example, if you say, "don't you really think it will work?" Such a biased problem, such a dialogue style will only let employees feel humiliated, he will not trust you, do not want to give you his real ideas, and you will not get the information and feedback you really need.

If you have an early conclusion or the answer, please don't let the conversation between you and the staff come back to the end and let you say the rude conclusion of the "idiot" at the end. If this is the case, you might as well speak out your own opinions and instructions at the beginning of your own, including your reasons and ideas, instead of pretending that you are an open democratic leader.

However, you can honestly tell us what parts of you are uncertain and unsure, and you need to be corrected or supplemented. Or, you can put forward several different options, give your positive and negative opinions on different ideas, and ask employees to help you make decisions.

In this way, you will have constructive problems with your employees.