As Executive Leadership we are often expected to “have all the answers.” We are the miracle workers, ego massagers and cajolers often tasked with challenging our worlds by coming up with solutions to what may seem like insurmountable obstacles. Our worst nightmare is coming to the conclusion that the best course is to “fail” as it is perceived by the outside world. Sometimes the answers aren’t what we’d hoped for. As founding Executive Director of 10 Hairy Legs dance company this is what I faced during the COVID pandemic. The shutdown in March 2020 ended all of our earned revenue and special event income for the remainder of the season on June 30, including our all important New York season. There was widespread fear and panic among stakeholders that reflected their own personal uncertainties related to the pandemic yet initially they were committed to our survival. We did have some funds in the bank but went into preservation mode, stopping all pay to artists and staff as of April
Mukesh Gupta wrote, "We know that the ability to ask good questions can go a long way in how effective we are as leaders, entrepreneurs or in the process of discovery and innovation. Questions typically create the frame of reference within which the answer is thought in. They create the prototypical “Box” and if we are to think outside the box, we need to create a different question that allows us to think in a bigger box. We can never truly think outside the box but we can definitely think in a different box." Leaders develop constructive questioning techniques which help us to gradually understand how things work and what isn’t working. When it comes to creating changes, it can be easy to focus on what’s wrong, what’s missing, what’s not working and what needs fixing. And while it might be a helpful way to understand how you got to where you are, it’s not necessarily a great way to create the energy, buy-in and momentum that you may need to get to where you want to go