The Answer Is a Question audiobook cover - The Superpower That Will Transform Your Impact as a Manager

The Answer Is a Question

The Superpower That Will Transform Your Impact as a Manager

Laura Ashley-Timms, Dominic Ashley-Timms

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Categories:
Motivation & InspirationCareer & SuccessPersonal DevelopmentManagement & Leadership

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Key Takeaways from The Answer Is a Question

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Mind Map

The Answer Is a Question
The Management Crisis+
Flaws of Traditional Coaching+
The STAR Framework+
Organizational Transformation+

Quiz — Test Your Understanding

Question 1 of 7
What term does the text use to describe a leader whose management style is a patchwork stitched together from scattered experiences, mentors, and disjointed training programs?
  • A. The Accidental Manager
  • B. The Frankenstein Manager
  • C. The Autopilot Leader
  • D. The Command-and-Control Executive
Question 2 of 7
According to the text, why do traditional coaching programs (like the GROW model) consistently fail to produce lasting behavioral change in real workplace environments?
  • A. They require significant financial investment that most companies cannot sustain over time.
  • B. They focus too heavily on internal behavioral change rather than external application.
  • C. They encourage managers to solve problems for their team members instead of asking questions.
  • D. They are designed for formal, scheduled sessions rather than the fast-paced, interrupted nature of daily work.
Question 3 of 7
The STAR model is divided into two halves. What is the primary focus of the first half (Stop and Think)?
  • A. Evaluating the team member's performance and setting new goals.
  • B. Developing the manager's own internal behavioral change and state of mind.
  • C. Applying external coaching skills to facilitate a team member's thinking.
  • D. Securing a commitment from the employee to take manageable action.
Question 4 of 7
During the 'Think' step of the STAR model, what two questions should a manager ask themselves to determine if an interaction is a 'coachable moment'?
  • A. Is this a genuine emergency, and is there potential for the other person to learn by thinking through it?
  • B. Who is at fault for this issue, and how quickly can it be permanently resolved?
  • C. Does the employee have the necessary skills, and do I have the time to help them right now?
  • D. What is the most efficient solution, and how can I communicate it clearly to the team?
Question 5 of 7
How does the text recommend managers adjust their language when asking questions to avoid making employees feel defensive?
  • A. Shift from open-ended questions to close-ended 'yes or no' questions.
  • B. Shift from accusatory 'why' questions to solution-focused 'what' questions.
  • C. Shift from solution-focused 'what' questions to root-cause 'why' questions.
  • D. Shift from asking about the problem to telling them how you would solve it.
Question 6 of 7
When using the Commitment Scale in the 'Result' stage, what should a manager do if an employee rates their commitment to an action as an eight out of ten?
  • A. Accept the eight as a passing score and end the conversation.
  • B. Tell them they need to be at a perfect ten before they can proceed.
  • C. Lower the expectations of the task so it matches their current commitment level.
  • D. Ask them what would have to happen to move their commitment to a ten.
Question 7 of 7
According to the LSE research study mentioned in the text, what is the single greatest personal benefit managers receive from applying the STAR approach?
  • A. Increased authority and control over their team members' daily tasks.
  • B. The ability to completely eliminate the need for one-on-one meetings.
  • C. The gift of time, as team members become more capable of solving their own problems.
  • D. A guaranteed promotion to executive leadership within the organization.

The Answer Is a Question — Full Chapter Overview

The Answer Is a Question Summary & Overview

The Answer Is a Question (2022) reveals a practical framework that fundamentally changes how you lead and manage others. The four-step STAR model breaks your habit of jumping in with solutions – and teaches you to ask powerful questions that help your team think for themselves. By mastering this approach, you’ll reclaim hours of your week and create a more engaged, capable team that drives better results across your organization.

Who Should Listen to The Answer Is a Question?

  • Managers and aspiring leaders seeking to improve team performance 
  • Project managers needing to influence peers and drive better outcomes 
  • Senior leaders wanting to drive cultural and organizational change

About the Author: Laura Ashley-Timms, Dominic Ashley-Timms

Laura Ashley-Timms is the COO at Notion and co-creator of the STAR model. She’s recognized as one of the UK’s top executive coaches. Drawing on over 30 years of international business experience, she’s an expert on using Operational Coaching behaviours to improve productivity.

Dominic Ashley-Timms is the CEO at Notion and co-creator of the STAR model. His work, which focuses on human-centered design for learning and behavioral change, has been subjected to rigorous academic scrutiny to validate its impact.

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