The 7 Powers of Questions: Secrets to Successful Communication in Life and at Work

A smart way to find the answers we need to succeed—in business, relationships, and life.

Questions...

demand answers

stimulate thinking

give us valuable information

put us in control

get people to open up

lead to quality listening

get people to sell themselves

They're an essential tool of the seeker and the problem-solver, and in our personal and professional lives, they can make the difference between getting what we want and going without. Questions have power-and by harnessing that power, we can change our world. This unique book reveals the seven powers of questions-and shows how to use them most effectively. Learn how questions can improve relationships, help determine what people really want, uncover opportunities, persuade others, and get more out of every business or personal encounter.

"Impressive in its insights and practical applications, The 7 Powers of Questions gives us an entirely new way to turn an ordinary conversations tool into a formidable ally."--Michael R. Bloomberg, Founder & CEO of Bloomberg LP

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure …

“Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

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