ional stipend as a result of leaving the company for a new job before the requisite time period for reimbursements had elapsed. She was upset about this turn of events because it appeared to be one more issue among many that was thrown in her path that seemed to slow down her exit from the company to her new job.

Fortunate

Questions are the tools of the trade for life coaches. We revel in our clients saying to us, “That’s a really good question!” A statement usually evoked by a simple, yet profound question such as, “What do you want?”

When someone asks a question, others are compelled to answer it. At the same time, questions stimulate thinking in both the person asking the question and the person answering the question.

According to Dorothy Leeds, author of The 7 Powers of Questions: Secrets to Successful Communication in Life and at Work, questions are the most overlooked tool in the art of persuasion. She suggests that questions get people to open up and lead to quality listening.

Ms. Leeds believes that questions put the questioner in control – one of the seven powers of questions she proposes. She asserts that we don’t ask enough questions because we are often afraid to question authority. Yet our need to ask questions is often greatest at times when we feel most vulnerable – when we are in the presence of a doctor or lawyer whom we assume may know more than we know, when we don’t know enough to make an informed decision or when we are in trouble or being victimized.

Recently, a client of mine received an email from her company informing her that she was in jeopardy of losing her educational stipend as a result of leaving the company for a new job before the requisite time period for reimbursements had elapsed. She was upset about this turn of events because it appeared to be one more issue among many that was thrown in her path that seemed to slow down her exit from the company to her new job.

Fortunate

inking in both the person asking the question and the person answering the question.

According to Dorothy Leeds, author of The 7 Powers of Questions: Secrets to Successful Communication in Life and at Work, questions are the most overlooked tool in the art of persuasion. She suggests that questions get people to open up and lead to quality listening.

Ms. Leeds believes that questions put the questioner in control – one of the seven powers of questions she proposes. She asserts that we don’t ask enough questions because we are often afraid to question authority. Yet our need to ask questions is often greatest at times when we feel most vulnerable – when we are in the presence of a doctor or lawyer whom we assume may know more than we know, when we don’t know enough to make an informed decision or when we are in trouble or being victimized.

Recently, a client of mine received an email from her company informing her that she was in jeopardy of losing her educational stipend as a result of leaving the company for a new job before the requisite time period for reimbursements had elapsed. She was upset about this turn of events because it appeared to be one more issue among many that was thrown in her path that seemed to slow down her exit from the company to her new job.

Fortunate

nd lead to quality listening.

Ms. Leeds believes that questions put the questioner in control – one of the seven powers of questions she proposes. She asserts that we don’t ask enough questions because we are often afraid to question authority. Yet our need to ask questions is often greatest at times when we feel most vulnerable – when we are in the presence of a doctor or lawyer whom we assume may know more than we know, when we don’t know enough to make an informed decision or when we are in trouble or being victimized.

Recently, a client of mine received an email from her company informing her that she was in jeopardy of losing her educational stipend as a result of leaving the company for a new job before the requisite time period for reimbursements had elapsed. She was upset about this turn of events because it appeared to be one more issue among many that was thrown in her path that seemed to slow down her exit from the company to her new job.

Fortunate

erable – when we are in the presence of a doctor or lawyer whom we assume may know more than we know, when we don’t know enough to make an informed decision or when we are in trouble or being victimized.

Recently, a client of mine received an email from her company informing her that she was in jeopardy of losing her educational stipend as a result of leaving the company for a new job before the requisite time period for reimbursements had elapsed. She was upset about this turn of events because it appeared to be one more issue among many that was thrown in her path that seemed to slow down her exit from the company to her new job.

Fortunate

ional stipend as a result of leaving the company for a new job before the requisite time period for reimbursements had elapsed. She was upset about this turn of events because it appeared to be one more issue among many that was thrown in her path that seemed to slow down her exit from the company to her new job.

Fortunately we had an opportunity to coach before she met with her manager to deal with the stipend issue. Questioning her, I found that this incident evoked a feeling of helplessness in her that reminded her of a time many years ago in high school when her mother prevented her from applying to a private school she had wanted to attend. Untangling this old feeling from this new incident enabled my client to reconnect with her own power.

Instead of entering the meeting with her manager with an angry demeanor caused by what might have been misconstrued as a chip on her shoulder, but really was a feeling of powerlessness from the earlier time in her life, this young woman was able to ask effective questions that led to a reversal of the decision and an opportunity to consult with her old company while she took on her assignments at her new organization. She discovered that her power in this situation came from asking questions in a climate of mutual respect and genuine curiosity.

My client also discovered that asking questions rather than complaining about the situation put her in control in the meeting. Her questions put her on an equal footing with her manager – he needed to think and consider what she posed to him. She asked him how they might reconcile the situation so that they could both have