When an employee suggests something terrible due to a lack of context, some leaders don’t want to give them an outright ‘no.’ Instead they attempt to coax the correct course of action through a series of questions that are meant to add the missing context. Often this ends in the employee feeling patronized and, over time, it has the same impact as just being the leader who says no to everything. But when these interactions are approached from a standpoint of genuine curiosity instead, both employee and leader have a chance to learn from each other and it strengthens the relationship as well.

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