To be clear: I’m not saying you should ask pointed questions that put others on the spot, like “How can you deliver 10% higher productivity?” or “Are you missing anything here?” The kind of questions leaders need to ask are those that invite people to come together to explore major new opportunities that your organization hasn’t identified yet. Here are some examples:

• What is a game-changing opportunity that could create much more value than we have delivered in the past?
• What are emerging unmet needs of our customers that could provide the foundation for an entirely new business?
• How could we leverage the resources of third parties to address a broader range of the needs of our customers?
• How can we move from standardized, mass-market products and services to personalizing our products and services to the specific needs of each customer?
• How can we develop supply networks that would be more flexible in responding to unanticipated disruptions in production or logistics?
• How could we harness sensor technology to create more visibility into how our customers are using our products and use this information to deliver more value and deepen trust with our customers?

Focusing your questions on these kinds of new and big opportunities rather than on the existing activities of the organization can also help you to sidestep your fear that questioning will be seen as a sign of weakness, since there’s no way you could be expected to know the answers.

These broader questions also communicate that you have a sense of ambition, that you want to take the organization way beyond where it is today. And you can bolster your credibility by providing evidence of those long-term trends that underlie your question – for example, emerging technologies that are likely to offer new opportunities, or demographic shifts that will create some significant unmet needs among your customers.

– John Hagel III