Here is today's quick question for you...​What does good look like?

Ask it when you're...

1. Starting a new role - This is a great starting point for establishing expectations with your new people leader, peers and team members.

2. Reflecting on performance - Whether you’re reflecting on your success or that of others, starting with what good looks gives you a set of criteria to guide your thinking.

3. Setting goals  - When setting goals and objectives, it’s worth thinking about the difference between good and great and how you distinguish between them for your team.

Here is today's quick question for you...​How will we know we’re aligned?

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1. Agreeing on your plans - Groupthink and HIPPO (highest paid person’s opinion) can make it look like your team is aligned. Inviting a question about alignment can help mitigate these risks.

2. Transitioning from planning to action - You’ve created the plan, and now it’s time to make it happen. As that transition occurs, it can help to share insights on how you tend to react when you feel things are going off course.

3. Working with new people  - If you’ve never worked with someone before, it can be hard to read their signals. Curiosity is the answer to that problem. Try asking them how they typically express their commitment to a plan.

Here is today's quick question for you...​What do we expect from each other?

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1. Joining a new organisation or team  - When working together for the first time, there can be a whole range of unspoken expectations that, if not acknowledged, can become traps for the team down the track.

2. Navigating tension - If things start to feel tense in your team, sometimes that’s because your expectations of each other are not being met. Asking an open question like this can help uncover the source of the problem.

3. Establishing a new partnership  - New partnerships are exciting, and there can be a tendency to jump into the work without stopping to align on how you’d like to work together. For more insights on successful partnerships, check out Wednesday Partnership by Phil Hayes-St Clair.

Here is today's quick question for you...​What is holding us back from success?

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1. Not progressing at the desired pace  - While we might have some forward momentum, often we feel like “if only <this was different> we could go quicker. Having open conversations with the right people in the room may unlock the critical blockage.

2. Allocating resources - Imagine if you could throw money or people at your most important obstruction. The first step is making sure you agree on the problem. This question can help test your alignment.

3. Seeking input from your frontline team - Gaining access to the voice of your customer can help distil the most critical problems, and your frontline team can give you deep insights from their day-to-day interactions.

Here is today's quick question for you...​What will we do when priorities are unclear?

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1. Forming a cross-functional team  - Even the best-managed cross-functional project teams can find themselves at a crossroads where the ‘right decision’ is unclear. It’s helpful to plan how to handle it before it arises.

2. Getting to know a new boss - Understanding each other’s default behaviours under stress will help build trust in your relationship.

3. Delegating significant new responsibilities  - When you have a team member stepping up into something new, making it clear how you’d like to handle confusion can reassure them and reduce stress.

Here is today's quick question for you...​How will we stay anchored to our north star?

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1. Anticipating or experiencing drift - If you’ve got a niggle in your gut that says ‘the team feels is drifting from our purpose’, use this prompt to see if the team can reflect and self-regulate.

2. Merging teams - When 2 teams come together, a new north star may emerge. I can take time for everyone to connect to it. This question helps accelerate that connection.

3. Changing corporate structure  - If you’re switching to a new type of entity (e.g. from not-for-profit to profit-for-purpose), your focus will change. This question connects your original DNA to your new operations.

Here is today's quick question for you...​What are our most important measures of success?

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1. Looking at a draft list of goals  - Many teams are optimists. They impose unrealistic expectations on themselves and others in the name of ‘stretch’, ultimately demoralising everyone. If that sounds like your team, try asking this question when you’re setting goals.

2. Attempting to refocus your team - Shiny distractions can pull your team from the most important priorities throughout the year. This question can act as a circuit breaker when loud voices are shouting from an exciting but less important vantage point.

3. Reflecting on where you could spend your time this week  - When your list is longer than the time available, anchoring back to your measures of success can keep you on track.

Here is today's quick question for you...​How do we define performance?

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1. Setting new goals or OKRs  - It can be tempting to dive into detailed specifics of individual OKRs. Try starting with ‘the big question’ of what performance means to the team, and let the answers guide you into the specifics.

2. Defining your team values and culture - Aligning what performance means in the context of your culture can be a challenging yet rewarding process. It may reveal similarities and differences in the team that you were unaware of.

3. Reviewing progress  - Before jumping into ‘how did we go?’, it is helpful to revisit ‘what did we say was important’ to set the team up for a productive discussion.

Here is today's quick question for you...​How healthy is our team?

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1. Ready to guide your team to the next level  - Patrick Lencioni, of 5 Dysfunctions of a Team fame, suggests there are 4 traits of team health - Build Trust, Master Conflict, Achieve Commitment and Embrace Accountability. How does your team measure up?

2. Checking in on your team’s well-being - this is a great prompt to open up a conversation about health and well-being across the team. It can be used in 1-1s and in group settings too.

3. Reviewing your risk register  - This question can open the door to ensuring that burnout, stress and retention of key personnel are all included in your regular risk assessments.