How can you contribute value to someone who knows more than you about the topic at hand, someone who’s the “insider” when you’re the “outsider”? Though there are a million life examples, this is notably a challenge all board directors face when interacting with their CEO who’s closer to the details.
Ask good questions.
But asking good questions is very hard. So here’s one type of question that almost always helpfully provokes: a probe on alternative causal explanations.
The CEO says: “We didn’t close the deal because our competitor undercut us on price.”
Question: “Are you sure it was price and not a poor sales presentation or the product lacking necessary functionality?”
The best advice (or should I say, the kind of advice most listened to / followed) is often given in a form of a question, and the best questions often make the person re-consider assumptions.
Bottom Line: People — especially entrepreneurs — can be quick to jump to clear cut causal explanations for events. An easy way to be helpful when asking questions is to probe on alternative explanations for why something happened.