In an era defined by relentless meetings and the pressure for immediate answers, the most counterintuitive leadership tool is a well-framed question. That is the central argument of Steve Mostyn’s new book, “Why Great Leaders Ask Great Questions.”
Mostyn, an associate fellow at Oxford’s Said Business School, argues that average managers solve problems, but true leaders unlock hidden value by asking questions that challenge assumptions and empower teams.
The book is a practical field guide built around seven core reflective questions, starting with “How do I reflect?” Mostyn distinguishes between passive thinking and deliberate reflective practice.
He encourages leaders to use a leadership journey line to chart emotional highs and lows and says keeping a daily journal is essential. He warns that clever people are often excellent at self-justification, so genuine reflection requires honesty.
He urges leaders to stop pretending that politics does not exist in organizations. On professional networks, he flips the usual script and says the question is not “What can my network do for me?” Instead, says Mostyn, ask: “What do people ask me for help with?” and “What do I want to be asked for?”
He highlights the importance of “weak ties,” or casual acquaintances, who he says often provide the most novel opportunities for growth.
When it comes to making change happen, Mostyn offers a crucial insight: People do not resist change itself; they resist loss.
Leaders must map out exactly what their team is afraid of losing. This could be competence, loyalty, status or a sense of identity. Doing this before launching any initiative is critical, says Mostyn.
Finally, the book addresses the universal problem of exhaustion and the author shares a powerful anecdote from poet David Whyte: “The antidote to exhaustion is not necessarily rest. It is wholeheartedness.”
