The Seven Key Questions
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Summary
Everyone talks about developing people, yet few actually do it well. The 7 Questions is a groundbreaking, award-winning book that distills the essence of people development into seven simple core questions—interactive, practical, and engaging. It also draws on cutting-edge neuroscience and behavioral economics to help people move from knowing to doing.
A. Kickoff question: What's been on your mind lately?
B. Follow-up question: And what else?
C. Focus question: What's the real challenge here for you?
D. Foundation question: What do you want?
E. Lazy question: How can I help?
F. Strategic question: If you say yes to this, what are you saying no to?
G. Learning question: What was most useful for you?
With the book's methods and techniques, about 10 minutes a day is enough to become skilled at developing people and leading a team.
Editor's review
Who it's for
A good fit for
- New managers leading a team for the first time who need simple, usable conversation methods
- Busy frontline supervisors who want to improve coaching results in a short time
- HR and training professionals looking for lightweight people-development tools
- Team leaders who want to give fewer answers and listen to their people more
Not a good fit for
- Readers seeking systematic textbooks on human resource management theory
- Managers expecting detailed performance systems and appraisal templates
- Readers who prefer in-depth case studies and long-form argumentation
Reading tips
- Read through the seven questions first, then pick the one you're least comfortable with and practice it for a week
- Before each one-on-one, jot two questions on a sticky note; afterward, note how the other person responded
- After reading, ask a colleague the questions and notice how it feels to be asked before returning to work
About the publisher
China Science and Technology Press (also known as the Popular Science Press) has traditionally focused on popular science books, scientific and technical monographs, science journals and textbooks. Its 87 titles in our catalog show how its list extends into the humanities and social sciences: cross-disciplinary works on science and history such as Nuclear Blast Shockwave and Fish Feasts: A History of Human Survival and Evolution; investment classics including John Bogle on Index Funds, The Money Game and Warren Buffett's Letters to Managers; biographies and cultural histories such as Zhou Yueliang's Collected Works: A Biography of Wang Yangming and Style and Civilization: The Extravagant Everyday Life of the Victorian Era; and management titles such as Advantage Negotiation: A Wharton Business School Negotiation Course. Its authors include Stephen Walker, John Bogle, Zhou Yueliang and Ruth Goodman, with translations and original works both represented. Because public information is limited, this description emphasizes the publishing directions reflected in our catalog rather than other aspects.
Contents
- 版权信息
- 权威推荐
- 关于作者
- 绪言 真该掌握，10分钟内带好一个人的“提问”技能
- 第1章 开场问题：最近有遇到什么问题吗？ 万能问题，开门见山
- 一箭三雕：谈重点、有实效、不误判
- 3P模型，以强有力的开局开启谈话
- 带人&提问的科学：迅速抓住注意力
- 带人&提问的艺术：直接问，别啰唆
- 带人&提问进修课：直切主题
- 第2章 追加问题：还有什么吗？ 更好选项，更优决策
- 第一个回答：不唯一，不够好
- 将“建议怪兽”牢牢关在笼子里
- 提问，带着真诚与好奇
- 得到3～5个答案，已足够
- 带人&提问的科学：每个人都在等待发掘
- 带人&提问的艺术：慎用“伪问题”
- 带人&提问进修课：为对方提供更多选项
- 第3章 焦点问题：你面临的真正挑战是什么？ 避免无效，抵达核心
- 他们告诉你的，是症结所在吗？
- 焦点问题：结构精妙之处
- 如何解决带人时常出现的“无效模式”？
- 将重点从“灭火”转移到“培养消防员”
- 带人&提问的科学：“对你而言”的魔力
- 带人&提问的艺术：以“是什么”开始
- 带人&提问进修课：深入症结的核心
- 第4章 基础问题：什么是你想要的？ 减少误解，紧密联系
- 金鱼问题：鼓起眼睛，嘴巴张开又合上
- 非暴力沟通模型：分清“欲求”与“需求”
- 提高TERA系数，让对方感到善意和安全
- 带人&提问的科学：假设性的“奇迹问题”
- 带人&提问的艺术：沉默，是一条通往成功的道路
- 带人&提问进修课：深呼吸，不说话，再等三秒
- 第5章 懒惰问题：我可以如何帮助你？ 保持好奇，保持“懒惰”
- 戏剧三角：人际关系的3种“面具”
- 打破“工作狂模式”的第一步
- 剥掉谈话的一切装饰
- “请容我考虑一下……”
- 带人&提问的科学：这样询问，更高效
- 带人&提问的艺术：保持好奇，保持友好
- 带人&提问进修课：认真倾听对方
- 第6章 战略问题：如果你对这件事说了“好”，那你对什么说了“不”？ 普通工作，伟大工作
- 保持忙碌，是懒惰的一种形式
- 主动说“不”，才有能力说“好”
- 好理由与坏理由
- 对人说“好”，但对事情说“不”
- 5个核心问题，让宝洁战略专注
- 带人&提问的科学：避免认知偏差
- 带人&提问的艺术：很好！不错！我喜欢！
- 带人&提问进修课：“嗯！说得好！”
- 第7章 学习问题：对你而言什么最实用？ 懂得学习，独立成功
- 驱动下属的“双回路学习”
- “主餐型问题”：6方面满足你的需求
- 带人组合拳，让谈话迸发出更多智慧火花
- 带人&提问的科学：以“峰终定律”结束谈话
- 带人&提问的艺术：7个精华问题，线上同用
- 带人&提问进修课：甄选合适问题，打好“带人组合拳”
- 致谢
- 附录
- 附录1 “我的最佳提问”系列视频
- 附录2 我最喜欢的管理类书籍
- 附录3 我最想分享给你的共读书单
- 附录4 把带人习惯融入你的公司
- 附录5 蜡笔盒公司荣誉客户
- 后记 培养好奇心，进而打造你专属的带人习惯
FAQ
Do the seven questions need to be asked in order?
Is ten minutes a day really enough?
Is this book suitable for non-managers?
Comments
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About the author
Michael Bungay Stanier is an author about whom relatively limited public information is available; his nationality, dates of birth and death, and original English name are not reliably documented. Four of his works are currently known, including The Coaching Habit-style titles on asking questions, Key Seven Questions, The Advice Trap, and Life Needs a Plan. These titles indicate that his writing centers on two areas: management communication and inspirational personal growth, with particular attention to questioning techniques, coaching methods, and self-planning. His books are aimed mainly at workplace readers and managers, and tend to replace vague preaching with concrete methods, striking a balance between practicality and inspiration. Because public materials are limited, his personal biography cannot be described in detail; readers may instead learn about his focus and writing approach through the works mentioned above.
Yi Yi is a Chinese book translator about whom little public information is available. She has long been engaged in translating introduced foreign titles, with works spanning applied psychology, management, sports, and inspirational growth. Her translations include The Island Genius: What Savants Reveal About the Brain, Human Potential, and the Hidden Depths of Talent; So-Called Leading People Is Asking Questions; The 7 Key Questions; and 12 Weeks to Fly Like Jordan, along with works on time management, personal efficiency, and business innovation. Eleven of her titles are included in the library's collection. Her translations are mostly general-interest books for a broad readership, focusing on personal growth, team management, and innovative practice, and strive to stay close to the original meaning while remaining accessible to Chinese readers.
