Test

POWERFUL QUESTIONS
Asking the right question helps us and the other to better understand
reality from both points of view to have an open communication
at BS Group
The art and science of asking questions is the source of all
knowledge.
Thomas Berger

THE 4 POWERS
1 Questions as a positive provocation :
Open questions provoke emotions, images, thoughts –
What do you think of ? What is your opinion of ?
Closed questions provoke a decision to take position –
Do you want to do it? Do you agree that… ?
2 Direction of a question :
Up - ward questions reveal desire, feelings, thoughts and
motives – What is important to you ? Why is it important?
What do you think about… ? What is your favorite…?
Down-ward questions address details, facts, figures –
What exactly happened ? Who was involved ? What did
you do? When did it occur ?
3 Motivation of a question :
Supports the other to see the context and positive intention
of the one asking the question :
a) In order to... / To allow you... / To allow us...
b) The reason why we ask as a benefit for the other
to answer
c) The open question
4 Preparation of a good question :
Asking ourselves : ‘ What information do I need ?’
OUR LEADERSHIP PRINCIPLES – I ensure and expect open and honest communication
© BS Group / Living Vision · www.livingvision.swiss · documentation ( MA LS 150010 EN )

ATTENTIVE LISTENING
In a world full of e-messages attentive listeners pay careful
attention to what others have to say to them in a personal
conversation to understand them fully. A true exchange of
thoughts to bring BS Group forward successfully
I like to listen. I have learned a great deal from listening carefully.
Most people never listen.
Ernest Hemingway

RULES OF ATTENTIVE LISTENING
1 Pay full attention to understand
➔ be there & stay silent ( shut down your e - devices )
2 Encourage responses
➔ smile & nod
3 Respect the other
➔ eye contact & appropriate body language
4 Wait for the final message
➔ at least wait for the 2 nd and 3 rd response to your
question
OUR LEADERSHIP PRINCIPLES – I ensure and expect open and honest communication
© BS Group / Living Vision · www.livingvision.swiss · documentation ( MA LS 150020 EN )

PERCEPTION & REALITY
All our actions are driven by our own images. How do we see
the world through our own glasses ?
There are things known and there are things unknown, and in
between are the doors of perception.
Aldous Huxley

WHERE DO OUR PERCEPTIONS
COME FROM
Cultural background
Education
Environment
Experiences
Social Media
Peers
Upbringing
HOW TO DEAL WITH OUR PERCEPTIONS
Our Perception ≠ ‚The Reality‘
1 Do I have the means to change reality ➔ can I ?
2 Do I have the ability to adapt my perception ➔ will I ?
3 Shall I enter a conflict ➔ should I ?
Which of the 3 options helps me to learn more about how to
deal best with ‚reality‘ ?
FLEXIBILITY TO ADAPT – I see challenges and restrictions as opportunities
© BS Group / Living Vision · www.livingvision.swiss · documentation ( MA LS 150030 EN )

APPRECIATION
Recognition for a special effort leads to higher motivation to
achieve or even overachieve our BS Group targets
Employees who report receiving recognition and praise within
the last seven days show increased productivity, get higher
scores from customers, and have better safety records. They‘re
just more engaged at work.
Tom Rath

WHAT ARE THE CHARACTERISTICS OF
REAL APPRECIATION
For Free : Not linked to any other requests
Personal : One - to - one if ever possible
Perspective : Considering the other‘s perception
Sincere : From the bottom of your heart
Specific : Highlighting the special effort
Timely : Immediately upon realization
OUR DAILY LEADERSHIP ROUTINE
1 Who deserves an appreciation ?
2 What was the special effort ?
3 Whom do I have to praise today ?
OUR LEADERSHIP PRINCIPLES – I reward and celebrate success
© BS Group / Living Vision · www.livingvision.swiss · documentation ( MA LS 150040 EN )

DEALING WITH STRESS
Thinking about all unfinished business causes stress
The greatest weapon against stress is our ability to choose one
thought over another.
William James

WHAT ARE THE 3 MAIN SOURCES OF STRESS
1 My own assumptions :
Pitfall :
We always observe and make constant interpretations
(often negative ones)
➔ Solution : Prevent interpretations by reaching out to
others asking questions to clarify the situation
2 My own fixed images :
Pitfall : We are stuck with our own opinion – It is so !
➔ Solution : Get out of your fixed image by asking others
how they see it
3 My own identifications :
Pitfall :
We cannot make a difference anymore between
ourselves and our work, hobby, function, etc.
➔ Solution : Instead of taking things personal, ask yourself
what you can do about it - From identification
to commitment
Flexibility to adapt – I see challenges and restrictions as opportunities
© BS Group / Living Vision · www.livingvision.swiss · documentation ( MA LS 150080 EN )

EMPOWERING PEOPLE
Empowered people find their own solutions for their challenges
at BS Group
You have to enable and empower people to make decisions independent
of you. As I‘ve learned, each person on a team is an
extension of your leadership ; if they feel empowered by you they
will magnify your power to lead.
Tom Ridge

Benefits of Empowerment
Better ideas
Efficient solutions
Full buy - in
Higher commitment
Personal & professional development
Time saving
Empowering Questions
What is your suggestion ?
How would you solve it ?
What is your idea ?
How would you go about it ?
What is your proposal ?
Levels of Empowerment
Level Objective / What Path / How Role of Manager
1 Manager Manager Teacher
2 Manager Direct Report / Manager Mentor
3 Manager Direct Report Coach
4 Direct Report / Manager Direct Report Facilitator
Our Leadership Principles – I give trust and responsibility
© BS Group / Living Vision · www.livingvision.swiss · documentation ( MA LS 150090 EN )

Decision Making
Clear decisions lead to successful implementation of our
BS Group strategy
Stay committed to your decision, but stay flexible in your approach.
Tony Robbins

Decision Making Process:
3 Key Phases
1 Preparation :
Involvement of people concerned
2 Announcement :
I / We have decided that ...
3 Implementation:
Involvement of people concerned
Announcing a decision
Create the right context
Directly to the goal : ‘I / We have decided ...’
Explanation: The one concrete business reason
Commitment : ‘Can I count you in ?’
Empowerment : ‘What is your plan ?’
Follow - up : Check every step in the implementation phase
Our Leadership Principles – I give trust and responsibility
© BS Group / Living Vision · www.livingvision.swiss · documentation ( MA LS 150100 EN )

APPRECIATIVE
COMMUNICATION
Valuing the opinion of others, even if they oppose our own,
to engage in a constructive debate to find the best solutions
for BS Group
Those who are silent, self-effacing and attentive become the recipients
of confidences.
Thornton Wilder

CONSTRUCTIVE STEPS OF
APPRECIATIVE COMMUNICATION
What are the constructive steps after receiving an opposing opinion / a critical
remark / a perceived attack ?
R a t i o n a l E m o t i o n a l
1 Silence : Really listen to the last word to fully understand the
other person to prepare your appropriate reaction
2 Affirmation : Affirm the opinion received by using the name of
your interlocutor – Alternative strategies :
a) Appreciate (e.g. I appreciate your input, well done,
perfect input, excellent question, important remark,
etc.) + wait for reaction
b) Repeat exactly his/her same words + wait for reaction
c) Simply say ‘Yes’ + wait for reaction
3 Answer : Give a thoughtful explanation if needed + wait for
reaction
4 Question : The one who asks leads - Alternative strategies :
a) To even better understand the subject : ‘What
exactly do you mean by… ?’
b) To check if your answer has been well received:
‘Are you satisfied with the answer ?’
If YES : Appreciate + continue with your next point
If NO : Appreciate + ask ‘What else would you need ?’
c) To change the subject deliberately : ‘What about… ?’
BUILDING BRIDGES TO COMPLETE THE PUZZLE
From the ‘Yes, but...’ attitude (defensive mode)
To the ‘Yes, and + open question’ attitude (constructive debate)
OUR LEADERSHIP PRINCIPLES – I ensure and expect open and honest communication
© BS Group / Living Vision · www.livingvision.swiss · documentation ( MA LS 150050 EN )

SETTING PRIORITIES
Making a clear difference between important and urgent matters
helps us to set clear priorities for BS Group
The key is not to prioritise what‘s on your schedule, but to
schedule your priorities.
Stephen Covey

HOW TO MAKE THE DIFFERENCE BETWEEN
IMPORTANT & URGENT
Important things,
... are important from the beginning
... always have consequences
... can be planned and taken care of, if not they become
important & urgent
Urgent things,
... are made urgent by others, and often by myself
... have no consequences
... are badly planned (or not at all )
SETTING PRIORITIES
What is your primary goal of the year ?
What are your key objectives for the month in line with your
yearly goal ?
What needs to be achieved by the end of this week based on
your monthly objectives ?
Focus – I prioritise my tasks and have the courage to say No
© BS Group / Living Vision · www.livingvision.swiss · documentation ( MA LS 150060 EN )

DARING TO SAY ‘NO‘
To focus on the important things at BS Group, we need to
be able to say ‘No’ to requests of others based on our priorities
in a constructive straight forward way
The ability to express the word ‘No’ is the first step to freedom.
Nicolas Chamfort

HOW TO SAY ‘NO‘
Appreciate their request
Say ‘No’ without beating around the bush
Have a friendly non - verbal body position facing towards
the other
Only if needed :
– Give a clear and short explanation based on your
business priority
– Allow the other to react
– Appreciate their input
– Elaborate alternatives if feasible
Focus – I prioritise my tasks and have the courage to say No
© BS Group / Living Vision · www.livingvision.swiss · documentation ( MA LS 150070 EN )