Dig Deeper

Talent development leaders must often address complex organizational challenges that demand more than just quick fixes. In conflict with that reality, stakeholders frequently approach us with ready-made solutions already in mind—solutions that may not address the root causes of their problems. Compounding the challenge, stakeholders expect TD to deliver resolutions that not only fix the problem but also drive transformative impact.

Balancing such requests for quick solutions with the need to address underlying performance and business issues can become a constant source of stress for TD practitioners. As a client of mine once bemoaned, “To our leaders, we’ve just become 1-800-TRAINING.”

It’s difficult to tell stakeholders that the solutions they’re requesting are destined to fail. However, by skillfully asking strategic questions, TD teams can transform stakeholder interactions into opportunities for lasting impact.

By using powerful, solution-neutral and results-focused questions TD can influence stakeholders; helping them think more holistically about the challenges they face; align the right solutions with organizational goals; and address root causes of performance issues.

Reframing the challenge

Does the following request sound familiar? A vice president of customer service, Tania, contacts a TD leader to ask for a training program to improve phone agents’ ability to handle difficult customers. While the request appears to focus on a singular solution, diving into designing a training program without exploring the full context risks missing systemic issues such as unclear policies or outdated systems.

Such requests can create a cycle of reactive problem solving in which TD professionals are constantly attempting to put out fires with one-off solutions rather than addressing deeper issues. It’s an approach that not only wastes resources but can also erode the TD function’s credibility over time.

To break free of the cycle, TD must strategically reframe stakeholder requests, starting with a broader exploration of the underlying needs.

Recognizing interrelated needs

Every business request stems from a combination of needs that may include operational results, behavioral changes, or systemic improvements. Categorize them as follows.

• Business needs, which address operational outcomes such as increased sales or improved customer satisfaction

• Performance needs, which focus on specific behaviors a business or department requires to achieve its desired results

• Organizational capability needs, which involve system-centered factors (such as processes, tools, or incentives) that affect performance

• Individual capability needs, which focus on employee-centered factors such as skills, knowledge, or relevant experience

In the earlier scenario, Tania mentions a performance need (handling difficult customer calls) and chooses an individual capability solution (training). But that is only half the picture. What business needs do phone agents’ poor handling of customer calls affect? What organizational capability factors could be adding to the problem? The stakeholder’s concern becomes an opportunity for the TD leader to help the vice president approach the issue holistically rather than through a narrow lens.

Applying logic

The gaps logic model is a valuable framework for diagnosing issues and aligning actions with results. It considers:

• Should. What is the business’s desired future state or goal?

• Is. What is the current state or reality?

• Cause. What is driving the gap between should and is?

Marry that logic with the needs (business, performance, organizational, and individual) to create an accurate and useful understanding of any challenge.

Business and performance needs are outcomes, so we should consider what should be for each of these needs, versus what actually is.

When there is a gap between what is and what should be, look at organizational and individual capability needs as potential root causes for that gap.

Once you ascertain what is, what should be, and the multiple causes for the gap between them, then it becomes possible to find effective solutions.

Embracing influential questioning

Strategic questioning lies at the heart of shifting stakeholder conversations from transactional to transformative. Effective questions share three key attributes:

• Open-ended. They encourage exploration rather than restricting responses to yes or no answers.

• Focused. Each question targets a specific needs category.

• Solution-neutral. They avoid leading the stakeholder toward a predefined solution.

Consider the following progression, which illustrates how to improve questions.

• Purely tactical. What’s your vision for our customer service training program?

• Better. How do you need phone agents to perform differently after attending training?

• Best. How do you need phone agents to perform differently?

The final version removes assumptions about the solution, focusing solely on the stakeholder’s desired performance outcomes.

Apply that deliberate questioning method to the gaps logic model:

1. Establish a clear context by beginning with the highest-level need the client expresses.

2. When the stakeholder’s only need is a solution, use a performance-focused question to shift the conversation.

3. Obtain detailed should and is information before delving into the causes of the gap.

4. Address one needs category completely before moving to another.

Use that sequence of questions to gather information about Tania’s problem while influencing her perspective about the challenge.

1. Performance is: You’ve expressed a concern about how phone agents are handling difficult customer calls. Can you describe what you’ve observed them doing that is a problem?

2. Performance should: What do you need phone agents to do differently to successfully handle difficult customer calls?

3. Performance cause: What factors do you think are preventing phone agents from handling calls the way you need them to?

4. Business is: I can understand why you’re concerned. How does less-than-optimal handling of difficult customers affect your operational metrics?

5. Business should: So that I have a complete picture of the situation, can you share your specific goals for each of those metrics?

6. Business cause: Are there other factors, in addition to the performance of your phone agents, that are preventing you from meeting your goals?

Because that scenario starts with performance needs, the questions did not transition to learning about business needs until after a complete discussion of performance should, is, and cause. Starting with a business question may confuse Tania or cause her to feel confronted.

Notice that the above example does not address the training solution Tania requested. That is an effort to lead her toward a broader, more complete consideration. That way, Tania will realize on her own that training alone will not be sufficient to produce her desired operational results. It’s an opportunity to partner with Tania—and any stakeholder who approaches you—and achieve results rather than providing plug-and-play solutions.

Navigating common barriers

Despite its effectiveness, strategic questioning is not without its challenges. TD leaders often encounter:

• Leadership resistance. Some stakeholders may oppose diagnostic conversations, perceiving them as delays in addressing immediate needs.

• Time constraints. The pressure to deliver quick results can make in-depth exploration seem impractical.

• Client assumptions. Stakeholders may fixate on solutions they believe are necessary, limiting openness to other approaches.

To overcome those barriers, TD leaders can:

• Build credibility. Demonstrating the value of diagnostic approaches through small, significant wins helps build trust.

• Stay structured. Using frameworks such as the gaps logic model ensures conversations remain focused and efficient, even under time pressure.

• Grow sustained partnerships. Intentionally forming continuous partnerships with influential stakeholders within your organization, outside the bounds of periodic project work, can create champions for a more strategic approach.

Leaders that adopt a question-led approach see multiple benefits:

• Aligned solutions. They represent actual needs and tie directly to business goals.

• Engaged stakeholders. They are more likely to invest in the process.

• Efficient resource use. Higher returns emerge due to solving problems at their source.

Be strategic

Strategic questioning empowers TD leaders to move beyond reactive solution delivery and become influential partners in driving organizational success. By addressing underlying needs and aligning solutions with business objectives, the TD function can tackle symptoms as well as root causes of challenges.

As you prepare for your next stakeholder conversation, consider the transformative power of a well-placed question. It could redefine not only the problem at hand but your entire approach to client engagement.

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