Name: 110.與 Brian Glibkowski 博士一起提高你的答案智能 (AQ) (110. Raising Your Answer Intelligence (AQ) with Dr. Brian Glibkowski)
Uploaded: 2025-04-25T23:37:19.000Z
Duration: 50 min 52 s

Hey, everyone, and welcome back to The Leadership Project with your host, Mick Spears.

大家好，歡迎回到《領導力計劃》，我們的主持人是米克-斯皮爾斯（Mick Spears）。

to 不定詞

We bring you thought-provoking guests and topics every week to challenge your thinking about leadership.

我們每週為您帶來發人深省的嘉賓和話題，挑戰您對領導力的思考。

頻率副詞

Our aim is to help you become the leader that you wish you always had as we learn together and lead together.

我們的目標是通過共同學習和共同上司，幫助您成為您所希望的領導者。

Hey, everyone, and welcome back to The Leadership Project.

大家好，歡迎回到 "領導力計劃"。

I've got a real special treat for you today.

今天我為你們準備了一份特殊的禮物。

I'm greatly honored today to be joined by Dr. Brian Glibkowski, and he's the founder and the keynote speaker and researcher and author of a book called Answer Intelligence, Raise Your AQ.

今天，我非常榮幸地邀請到了布萊恩-格里布考斯基博士，他是一本書《回答智能，提高你的智商》的創始人、主講人、研究員和作者。

Today we're going to talk about IQ and discover what this is all about.

今天，我們就來談談智商，看看這到底是怎麼回事。

I've been doing my own research into it leading into today's interview.

在今天的採訪之前，我一直在對它進行研究。

And you know that we pride ourselves here to challenge the status quo and to find new things that people are not necessarily talking about or thinking about.

我們引以為豪的是，我們在這裡挑戰現狀，發現人們不一定在談論或思考的新事物。

And Brian has put considerable work into this research.

布萊恩為這項研究付出了大量心血。

So without any further ado, Brian, please tell us a little bit about your rich background and what ultimately led you down this path to wanting to put so much research into Answer Intelligence.

話不多說，布萊恩，請向我們介紹一下你的豐富背景，以及是什麼最終讓你走上了這條道路，想要在《答案智能》中投入如此多的研究。

Thank you, Meg, for the introduction and having me.

謝謝你，梅格，謝謝你的介紹和邀請。

So I'll start with just a brief background on me and then I'll let you sort of have me expand upon that.

所以，我先來簡單介紹一下我的背景，然後再讓你們讓我進一步闡述。

So my background is in and out of academia.

是以，我的背景既有學術界的，也有非學術界的。

As a management professor, I did research on questions, published that in academia.

作為一名管理學教授，我對問題進行過研究，並在學術界發表過論文。

And one thing hit me that we know a lot about questions, 6WH questions, open and closed questions, coaching and sales methodologies are based on questions.

有一件事讓我印象深刻，我們知道很多關於問題、6WH 問題、開放式問題和封閉式問題的知識，教練和銷售方法論都是以問題為基礎的。

So I wanted to understand the answer side of the equation.

So I conducted research with the top golf instructors in the world about how they provide answers and develop this framework that I call Answer Intelligence.

是以，我對世界頂級高爾夫教練進行了研究，瞭解他們是如何提供答案的，並制定了這個框架，我稱之為 "答案智能"。

That's six answer types that maps to questions.

這就是六種與問題相對應的答案類型。

So it's a framework of answers, but it's also inclusive of questions.

是以，這是一個包含答案的框架，但也包含問題。

And we're going to unpack all of those six answer types in the first place.

而我們首先要解讀的就是這六種答案類型。

Was there a particular moment in time where you went, hey, we're doing all of this work around asking better questions?

有沒有某個特定時刻，你突然意識到，嘿，我們正在圍繞提出更好的問題開展這些工作？

And I have to say, on this very show, we talk to leaders about asking better questions, being one of a leader's superpowers, but you decided, well, there needs to be a counterbalance to that.

我不得不說，就在這檔節目中，我們和領導者們討論過如何提出更好的問題，這是領導者的超級能力之一，但你決定，好吧，這需要有一個平衡點。

Was there a particular moment in time that you went, I'm going to go deeper into this?

是否有一個特定的時刻讓你 "我要深入研究這個問題"？

Yeah, I think it was a series of moments.

是的，我認為這是一連串的時刻。

And then there was maybe some big moments as well in there that sort of pulled me in this journey.

也許還有一些重要的時刻，把我拉進了這段旅程。

And I didn't know what's going down the journey at first, but there was a consulting project I did in Texas where I was on leadership and it was an academic research project.

起初，我並不知道這條路上會發生什麼，但我在得克薩斯州做了一個諮詢項目，在那裡我擔任領導職務，這是一個學術研究項目。

And we sort of identified the best theories of leadership.

我們找出了領導力的最佳理論。

We did some survey research, reported back to the company, and I was sort of naive and younger and excited about the results.

我們做了一些調查研究，並向公司做了彙報，我當時還有點天真、年輕，對結果感到很興奮。

And this is back in the day when we still had binders, we'd hand the client and provided all this material.

那是在我們還有活頁夾的年代，我們會把這些材料交給客戶並提供給他們。

And I thought the executives would be super excited about the results and they weren't.

我本以為高管們會對結果超級興奮，但他們並沒有。

And I started reflecting on this and the reason they were not was because we were asking these why questions, you know, why leadership was occurring and reporting theory that sort of maps to this why question and really focused on theory and concepts.

我開始反思，他們之所以沒有這樣做，是因為我們提出了這些 "為什麼 "的問題，你知道，為什麼會出現領導力，並報告了與這個 "為什麼 "問題相對應的理論，而且真正關注的是理論和概念。

We weren't focused on all the answers they cared about and the questions they cared about.

我們沒有關注他們關心的所有答案和問題。

They were really concerned about how are we going to implement this in hindsight and their interesting procedures and actions, and we totally abdicated our responsibility there.

他們真正關心的是，事後我們該如何實施，以及他們有趣的程序和行動，而我們卻完全推卸了責任。

So really what this was, you know, in question terms was helping to ask all the right questions, but also provide the right answers.

是以，就問題而言，這實際上是在幫助提出所有正確的問題，同時也提供正確的答案。

And at the most fundamental level with AQ, it's not a favoring of questions over answers.

就 AQ 而言，最根本的一點不是重問題輕答案。

It's realizing that questions and answers are two sides of the same coin.

這就是認識到問題和答案是一枚硬幣的兩面。

If you want to ask better questions, you have to know what answers you're looking for.

如果你想提出更好的問題，就必須知道你在尋找什麼樣的答案。

And it was sort of this journey of self-awareness about what knowledge is and it's asking and answering questions and sort of being able to do it in a more thoughtful, intentional way.

這是一次自我認識的旅程，我認識到什麼是知識，什麼是提問和回答問題，什麼是以一種更深思熟慮、更有意識的方式來回答問題。

And sort of had that lesson repeated, you know, again and again.

The second point I'll say is sort of thinking about consulting projects I did.

第二點，我想說的是我做過的諮詢項目。

And basically I was hired because they had questions they didn't know the answers to.

基本上，我之所以被僱用，是因為他們有不知道答案的問題。

You know, why is there turnover in our company or what is our problem?

你知道，為什麼我們公司會出現人員流動，或者我們的問題出在哪裡？

They didn't even know exactly what was going on.

他們甚至不知道到底發生了什麼。

And essentially, you know, my ability to provide answers to them, they hired me for it.

從根本上說，我有能力為他們提供答案，他們僱用我就是為了這個。

And I think you can flip that to coaching where individuals, you know, want answers and maybe you have them self-reflect and find their own answers.

我認為，你可以將其轉化為教練，個人想要答案，也許你可以讓他們自我反思，找到自己的答案。

But at the end of the day, at the heart of all this is the framework of questions and answers and trying to navigate that.

但歸根結底，這一切的核心是問題和答案的框架，以及如何駕馭這個框架。

There's two things I want to unpack there, Brian.

有兩件事我想解釋一下，布萊恩。

And the first one is close to the last thing you said.

而第一件事與你說的最後一件事很接近。

And I think this might help us then set the scene for the rest of this conversation.

我想這可能有助於我們為接下來的對話做好鋪墊。

And you're talking about coaching and we encourage leaders to develop coaching skills.

你說的是教練，我們鼓勵領導者培養教練技能。

We encourage them to ask better questions, to ask expansive questions and to expand people's minds around a reflective state.

我們鼓勵他們提出更好的問題，提出更廣闊的問題，圍繞反思狀態拓展人們的思維。

That's one of the things that we encourage leaders to do.

這是我們鼓勵領導者去做的事情之一。

And what I'm hearing you say here is, yes, the question and answer paradigm, if you like, it doesn't matter who the answer is coming from.

我聽到你在這裡說的是，是的，問答模式，如果你喜歡的話，答案來自誰並不重要。

If you've got a structure of answer types, it's going to improve the conversation.

如果你有一個答案類型結構，就會改善對話。

I think, you know, there's a way of looking at this and a continuum.

我認為，你知道，有一種看待這個問題的方式和連續性。

You know, one anchor point, you have the coach that asks all the questions.

你知道，一個錨點，你有教練問所有的問題。

The other anchor is the coach provides all the answers, which is probably absurd.

另一個錨是教練提供所有答案，這可能是荒謬的。

And I don't think anyone agrees with that.

And there's something in the middle that's balanced where the coach and the coachee are sort of equal in the questions and answers.

中間有一些平衡的東西，教練和被教練者在問答方面是平等的。

And sort of my fault is that it's the balance is sort of where we start with this.

我的過錯在於，平衡是我們的出發點。

And the idea is, and I think what you're saying, if I understand correctly, the main point is it's about effective conversations.

我認為，如果我沒理解錯的話，你所說的重點是有效對話。

And the goal is to move the conversations forward.

And if a coach can provide an answer, like one of our answers might be a metaphor, and that helps catapult the conversation forward, then that relates to growth that might be healthy.

如果教練能提供一個答案，比如我們的答案之一可能是一個隱喻，這有助於推動對話向前發展，那麼這就涉及到可能是健康的成長。

And I'm not sure if I've fully connected to your point.

我不確定我是否完全理解了你的觀點。

And there's no doubt that metaphors are very powerful in coaching.

毫無疑問，隱喻在教練中的作用非常強大。

The purest form of coaching is one where the coach only asks questions and doesn't give any answers.

最純粹的教練形式是教練只提問，不給出任何答案。

The more realistic form is an element of balance.

更現實的形式是一種平衡元素。

And wherever that pendulum swings to, coaching is all about drawing answers out of the coachee.

無論鐘擺擺到哪裡，教練都要讓被教練者說出答案。

And that's what we encourage as a leadership style here at The Leadership Project.

這也是我們領導力項目所鼓勵的上司風格。

But we're here to challenge the status quo and we're here to keep an open mind.

但我們在這裡是為了挑戰現狀，我們在這裡是為了保持開放的心態。

是以，請允許我分享我們的一個理論。

So we talk about seven common mistakes that most leaders make.

是以，我們來談談大多數領導者常犯的七個錯誤。

And one of them, Brian, is that leaders try to be the answer to every question.

其中之一，布萊恩，就是領導者試圖成為每個問題的答案。

And it usually ends up being their downfall.

而這通常會成為他們的致命傷。

They end up having a queue of people outside their door wanting their problem solved for where people don't become dependent in their own right.

結果，他們的門外排起了長隊，希望他們的問題得到解決，而人們自己卻不會依賴他們。

And the leader becomes the choke point in the organization.

So what I'm looking for here is how do we counterbalance this?

是以，我想知道的是，我們該如何平衡這一點？

Because we are a leadership program here.

因為我們這裡是一個領導力項目。

And we encourage leaders that they should be asking more questions than they're giving answers.

我們鼓勵領導者，他們提出的問題應該多於給出的答案。

How do we balance this with the minute where we're now telling about this answer framework that we're about to get into?

我們如何平衡這一點和我們現在要講述的答案框架？

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110.與 Brian Glibkowski 博士一起提高你的答案智能 (AQ) (110. Raising Your Answer Intelligence (AQ) with Dr. Brian Glibkowski)

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