HIGH AQThe elevated answers blog.
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 Mike Soenke is an Executive in Residence at North Central College (Naperville, IL, USA) and retired DOW 30 SVP and USA CFO. In this two-part series, Mike and I discuss Answer Intelligence (AQ)® based upon his experience as a former executive at a DOW 30 corporation. The focus of this blog post (2 of 2) is using AQ to elevate your career. The prior post focused upon using AQ to elevate your organization. The following interview is edited for clarity. This article is part of the High AQ Interview Series where executives, academics, and thought leaders discuss elevated answers. Using AQ to Elevate Your CareerDr. G: “As you look at the Answer Intelligence (AQ)® framework, can you describe its significance to a finance professional?” Mike Soenke: “The single biggest opportunity related to a leadership competency throughout the finance function was the ability to influence key stakeholders. AQ is an influence framework.” Dr. G: “When you were U.S. CFO of a DOW 30 organization, can you discuss how finance professionals typically improved their ability to influence over time?” Mike Soenke: “Out of college, finance staff are technically proficient doers. In AQ terms, they focus on the practical style (procedures and actions). A lot of finance staff can communicate in blue [the practical style] describing the financial standards guiding their work. When better finance staff progress, they start to work with people across the business … if all they can do is recite the standards they will not go very far… a lot of business people will get frustrated. For example, a business person may say, ‘I don’t understand why we can’t do X, Y, or Z to recognize more revenue.’ Better finance professionals will be able to get into the analytical skill and use concept and theory to clearly explain the purpose behind a standard and why it makes sense. Moreover, the more skilled communicators can translate finance into layman terms so that a non-technical person can easily understand. Theory and concept knowledge extends to business strategy and broader principles of finance as one progresses in finance. For example, a strong financial leader would proactively influence the right financial discipline: ‘We want to do X, Y, or Z to increase shareholder value… or we will not get the return that meets or exceeds the cost of capital so the enterprise value will erode if we make this decision.’ Relational communication, story and metaphor, is the capstone for financial and really all business leaders. As I mentioned earlier, finance is initially steeped in action and process [Practical style], and many can stretch to theory and concept, but only the expert level financial leader can excel at stories and metaphors to maximize their influence. For example, throughout my career I often had to influence independent franchise owners to support company initiatives through investment in labor, food cost, marketing or longer-term capital improvements. In addition to providing a data driven business case you often had to find a way to emotionally engage them with metaphors and stories of success to create system alignment. For example, I would often have a franchisee leader passionately share their story of customer satisfaction and financial success in support of the broader initiative … I wanted to pull people in and create enthusiastic system-wide support. There is a lot of skill in getting stories and metaphors right. While I preferred to use positive stories to inspire action, there were times when painting a negative picture of the future absent bold actions was equally or more impactful.” Answer Progression from Junior Accountant to Executive  Dr. G: “You make a compelling case for a progression toward the relational style. Can you tell me a little bit about how an expert finance communicator, who has mastered story and metaphor, also weaves in the other answer modes?” Mike Soenke: “Of course, as I’m telling the story, I’m weaving in the theory and concept, and I would discuss procedures and actions associated with the story that a franchisee executed against to achieve success. Therefore, one story can be a touchstone for all the other six answer types. A skilled communicator can start with procedures... outlining the rules were not followed, and then pivot to a story of failure to drive home the consequences of not following the rules. Also, an effective story must be constructed to support your theory and concepts. For example, if there are three initiatives [key strategies; or concepts/theories in AQ terms] I might emphasize the synergies in emphasizing all three initiatives at the same time in the story, to inspire them to go after all three to generate incremental cash flow to make customers happy.” Dr. G: “Why do you think all finance professionals are not able to be effective relational communicators (using stories and metaphors)?” Mike Soenke: “Two things. First, people gravitate to a field like finance, or software development, because they are more technical in their knowledge base. Finance professionals are more introverted and communicating with stories and metaphors does not come naturally to many. This means individuals are more comfortable in the practical style of communication. Second, during my career, finance professionals did not have a thought framework to build out the different communication skills. Yes, we knew stories could be effective to engage, and we had an inventory of metaphors, but we did not have an organizational framework to make sense of all six answer types and map these answers to questions. In addition to an organizing framework, we did not have a roadmap to build out our communication competency in a layered manner. Using AQ and the 5 practice areas, it is possible to build communication skills over time in a thoughtful manner." Dr. G: “You’ve discussed that finance professionals progress in their career from practical, to analytical, to relational influence. Does the sequence of progression follow this pattern outside of finance?” Mike Soenke: “For different functions, or even for specific individuals within finance, the sequence of progression could be different. It might be a given professionals can tell stories and metaphors, but they don’t have concepts or theories behind them, or the ability to execute with procedures and actions is lacking. Therefore, it is possible for the process to be reversed in certain professionals.” High AQ Takeaway: According to Mike Soenke, finance professionals (and other technical professionals) will first provide influence with practical communication (procedure + action). Then, those that progress in their career master analytical communication (concept + theory). Finally, those that aspire to become executives will need to develop relational communication skills (story + metaphor). If you found Answer Intelligence (AQ)® an interesting framework, please share this post with others.
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 Chris Strouthopoulos is Founder & CEO of Ascent Empowerment Services where he provides mindset coaching and workshops to help individuals and organizations embrace challenge, overcome limiting beliefs, implement change, and achieve goals. The corporate logo for Ascent empowerment prominently features a mountain, a reference to his ongoing work as a mountain guide leading climbing expeditions around the world. On the mountain, or in your next business meeting, navigating answers can be the difference between success or failure. The focus of this article is to examine important questions (why, what, how) that the mountain asks of all climbers. Getting the answers right (story, metaphor, theory, concept, procedure, action) is the difference between life and death. This article is part of the High AQ Interview Series where executives, academics, and thought leaders discuss elevated answers. The following interview is edited for clarity. High Stakes Answers and Accidents on a MountainDr. G: “One can imagine that climbing a mountain asks questions (why, what, how) that evoke high stake answers (story, metaphor, theory, concept, procedure, action) that a climber must get right or risk death. What is the role of answers in accidents on a mountain?” Chris Strouthopoulos: “All accidents could be characterized as one of the six AQ answers. Sometimes the accident was a practical piece, a technical error, a procedure and/or action. A friend of mine died at Zion National Park because the rope was rigged incorrectly, a procedural error. The rope got cut and he fell to his death. Other times, theory or concepts are the cause of accidents. Take an avalanche… people who get killed in an Avalanche resemble a U-shaped curve that plots avalanche accidents and the level of avalanche education. Novice mountain climbers [see point A below] get killed because they don’t understand theory and concepts—they don’t understand the interplay of snow, terrain, and weather. They can’t judge complex hazards that can change minute by minute. Those expert climbers [see point B below] have the education but they have internalized the theory and concepts and are prone to cognitive errors when they over rely on emotion, or emotional decision making.”  Dr. G: “Before we move onto accidents caused by metaphors and stories, it seems to me that procedures and actions are prone to errors when one goes on autopilot. Can you discuss guarding against intuition related to the procedures and actions of climbing?” Chris Strouthopoulos: “Absolutely. To prevent procedural accidents, go or no-go checklists are increasingly used by avalanche professionals. These checklists are modeled after the airline industry. Additionally, other procedural safeguards feature red, yellow, green lights… as you go through pre-climb, if you tally so many red lights, the climb is a no-go. Or, a combination of yellow lights, and a few red lights triggers the no-go threshold.” Dr. G: “Returning to story and metaphors, can you explain how one of these is a source of accidents?” Chris Strouthopoulos: “I was guiding a group of climbers on the Himalayas and stories can lead to success, reaching the summit. Or stories can lead to failure, death, or simply turning around when you could have climbed further. We were going after a 21K peak in the Himalayas, one guy trained for a year, he ran multiple marathons in preparation. He was the fittest person on the expedition, even at 60 years of age. The night before the summit, he started to imagine failure. He confided in me a story of his lack of self-belief and intimidation regarding the climb. And a 3rd of the way up on summit day he froze in his tracks. He was physically capable, and he knew the procedures and actions, but he mentally fell apart. Fear won. Fear is a concept [an answer in AQ terms], that had taken hold as a story in his mind. He told a story to himself of everything that could go wrong. This fear story was not consistent with the facts on the mountain. There were no objective failure threats; it was the best day of the season—no winds, perfect temp, no hazards. Unlike Everest, at this altitude, there is no death zone on the Himalayas. He built a narrative in his head that he was going to fail. In addition to the failure story toward the summit, an additional story takes hold that often pulls a climber back down the mountain. Climbers create a simple story around how comfortable it would be to have a beer and pizza at a lower altitude. The simple comforts of a comfortable restaurant represent an attractive story that pulls someone back down the mountain. The comfort story beats them. The failure story of climbing up beats them. It is really the collection of stories a climber tells themselves that most determines if they reach their goal- the summit - or not.” Taking the Mountain to the Business WorldDr. G: “The mountain evokes a heightened experience. Can you explain that for me?” Chris Strouthopoulos: “The mountain is so visceral, I can look down and see a 5,000 ft drop. The choice and consequences are so immediate, non-negotiable. Either I rope and start up the climb, or I don’t. Either I go for it on summit day, or I don’t. Even though the mountain is complex, it is also a radical simplification of the world, compared to what occurs in a typical business setting. On the mountain, the phone is not ringing, everything is just right to get into a flow experience.” Dr. G: “As you describe the mountain, it reminds me a lot of experimental design in psychology, the context in an experiment is stripped of non-essential elements, and only the key elements of a context that influence the experiment. In a similar way, mountain climbing evokes positive constraints that allow for these amazing experiences. How do you translate the experience on the mountain to the seemingly more mundane day-to-day in the business world? Chris Strouthopoulos: “I simulate the heightened context of the mountain, when I consult with my clients off-mountain on Zoom calls. Today I was onboarding a new client and I set up a challenge for him and he responded to this challenge. His response demonstrated his indecisiveness, he was paralyzed and withdrawn. His response to the challenge exercise mirrored how he has responded to divorce 4 years out. In the Zoom call challenge, he had a real experience, a realization of his indecisiveness that he could not have had if he read an article I assigned to him.” Dr G: “In AQ terms, High AQ practice 5 is Answer in Context, which recognizes that there are key elements of the context that influence any primary answer. In other words, as a coach you revealed the concept of indecisiveness by structuring the context in a way that revealed the indecisiveness. Can you tell me more about how you actively structure context that to create these high-quality experiences with clients? Chris Strouthopoulos: “When I was doing face-to-face training [prior to COVID-19] I would create challenges for a group where I would give them supplies, such as a blind fold, and clear tasks, with outcomes that were impossible to achieve individually -- success was only possible when they worked together. I designed the context, where they would have a great experience. I was able to approximate a mountain climb where the context is so immediate and pressing, stripped away of distractions that dilute or take away from the potential of a heightened experience. Now when I do Zoom calls [during the COVID-19 pandemic] I will send clients materials in the mail and during the Zoom call we are able to create realistic challenges. In coaching when context is done properly, it simulates the mountain. The context pushes down upon the climbers, so every answer is heightened. On the mountain, I learned how to dance with fear, talk to myself to go forward, rather than recoil from challenge. Off the mountain, the need to overcome fear is manifested in different ways, in underperforming areas of life… a bad divorce, or not speaking up at a meeting. When coaching is done properly, my clients can reach up and touch the context, which pushes back down upon them to reveal the answers they need to be successful. In this manner the mountain experience is brought to the board room, sales meeting, or anywhere they need to navigate.” This article suggests at least two High AQ Takeaways. High AQ Takeaway 1: On the mountain, or in business you are faced with three important questions (why, what, and how) that can be answered with six answers (story, metaphor, theory, concept, procedure, action). The wrong answers on the mountain can mean life or death. In your most important conversations in business, the wrong answers can hold you back from success and thrust you into your biggest failures. Work to get your answers right to reach the summit in your most important business conversations. High AQ Takeaway 2: High AQ practice 5 is Answer in Context. All six answers are revealed because of a pressing context. On the mountain, the context is salient, and every answer is revealed for being effective -- or not. In everyday life, the phone rings, we are distracted, and the effectiveness of our answers can be lost upon us in a context that is diluted. Chris Strouthopoulos teaches us to “reach up and touch the context” and feel it “pushing back” upon us during our most important conversations. When the context presses upon us, it is an opportunity to discover the answers to close the sale, the answers to get a job, or the answers to persuade the board of a new proposal. Identifying the pressing context takes effort and skill. Chris does this in his coaching, but we can all look to identify the aspects of the context that press down upon us. For example, in your next team meeting, ask yourself what element(s) in the context are most important? Perhaps, the context will be hiding in plain sight–a recent lost client; or the context is revealed through a shared story that has assumptions that have never been questioned. The mountain presents a visceral context in which right and wrong answers stand out. As we navigate the business world and have conversations with others, we should seek to bring the context close to us, pressing upon our most important conversations to help us identify the right answers. If you found Answer Intelligence (AQ)® an interesting framework, please share this post with others.
 Bob Kulhan started off in improv when he was 19 years old in a summer intensive at the Players Workshop of The Second City. In 1993 Bob fully graduated from the Players workshop and from 1994 to 2009 performed improv and sketch comedy at the highest level, in all the three greater theatres—iO (Improv Olympic), Annoyance Theatre, and Second City. Since the 1990s, Bob has taken comedy improv to business with his book Getting to “Yes and”: The Art of Business Improv, as CEO of Business Improv, and to the business classroom as Adjunct Professor at Duke’s Fuqua School of Business. This article is part of the High AQ Interview Series where executives, academics, and thought leaders discuss elevated answers. The following interview is edited for clarity. Conversations and Improv: Let’s Get 3 Things StraightDuring our videoconference interview, Bob showed off a handwritten red notecard from 1993 that his mentor Martin de Maat had given him with three foundational rules of comedy improv.  #3: Never tell storiesAll three of these points have implications for conversations in business. Starting with “never tell stories” (#3), this is perhaps the most counterintuitive point from a conventional understanding of conversations. After all, when you think of a conversation, you think of telling stories… Bob Kulhan: “You don’t tell stories because improv occurs in the moment. Stories are in the past or future. Improv happens right now. In a scene with more than one person…you are taking someone out of the conversation.” According to High AQ Practice 1, there are six answer types in the Answer Intelligence (AQ)® that can be provided to questions—story, metaphor, theory, concept, procedure, action. Bob’s commentary about the role of stories, and its potential push away from presentism is interesting and in stark contrast to the default opinion among many that are interested to the AQ framework, who often gravitate to stories as an important type of answer. Dr G: "Does this mean story is not important in conversations?" Bob Kulhan: “When you are experienced, all three rules [on the notecard] can be relaxed.” Bob went on to elaborate that in less experienced hands, “a story turns into a monologue. You are taking someone out of the scene.” #2: Never ask questionsFrom a conversation standpoint, nothing is as sacrosanct as the role of questions in conversations. For example, in sales conversations, question-methodologies dominate. In going after a job, you can’t help but trip over lists of interview prep questions on the internet. Naturally, as someone who authored a book on the importance of answers, I recognized answers were not as prominent as questions, but my view has always been a balanced perspective that questions and answers were a marriage of equals. I was intrigued by rule #2. Dr G: "Given the perceived importance of questions in business and society, tell me more about this counterintuitive rule." Bob Kulhan: “You want to keep the scene going. A question deflects…it goes lateral. In contrast, a statement [an answer in AQ vernacular] provides information. You are not asking someone to provide information.” Dr G: “This is interesting. It reminds me of a sales conversation where the sales rep asks lazy questions. One can imagine, a probing, broad question, such as “What are your company’s goals for next year?” or “What keeps you up at night?” True, these questions could have their place, but if they are offered up at the wrong time (say the very first minute of a first meeting) or out of laziness (not doing your homework), they don’t provide very much information… I can see how they would cause the conversation to go lateral, as you put it.” Bob Kulhan: “Yes. That’s it. Again, when you are experienced, the rules can be relaxed. In the flow of a rich conversation, a question is a gift. Such questions provide information about what is missing and where the conversation should go.” #1: Never say noBob Kulhan: “The most important rules is #1 Never say no. This refers to ‘Yes and’” [at the center of his book title]. Bob went on to explain that “Yes and” refers to a central premise of improv, to keep the dialogue flowing. This further underscores the importance of flow in a conversation. Conversations are not a monologue, but an interactive dialogue—a process of turn-taking and shared responsibility. In summary, rules #1, #2, and #3 suggest two High AQ takeaways. High AQ Takeaway 1: In less skilled communicators, there may be a tendency to use questions in a clumsy manner or to overuse stories. This is counterintuitive, as both questions and stories are touchpoint assumptions regarding conversations. High AQ Takeaway 2: “Yes and” conversations respect that the point of a conversation (and improv) is to keep the flow going. Too many conversations lack flow, and more resemble monologues (where each side is eager to give their speech), not engaged in interactive dialogue. Improv and AQ: What do you think, Bob?AQ holds that that why-questions are answered with theory and story, what-questions are answered with concept and metaphor, and how-questions are answered with procedure and answer. Additionally, there are 5 High AQ practices that provide guidance on answering questions. These prescriptions provide flexible rules used to communicate. Nonetheless, I’m often asked to discuss how conversations (as question-and-answer exchanges) dynamically unfold. In short, I’m pressed to explain more about conversation improv. Accordingly, I was excited to ask Bob directly about improv and conversations to get his expert opinion. I gave Bob an overview of AQ and then asked him some direct questions. Dr G: “The 5 High AQ practices provide flexible rules of communication, but they require improvisation to know which specific answers to provide, in which order, over time. What thoughts do you have about Improv and AQ?” Bob Kulhan: “Improv on the stage is all about getting the reps in. It only becomes comfortable when you gain experience. AQ is like any learned skill such as bicycling, martial arts, knife skills in the kitchen, or improv—you only feel comfortable when you achieve unconscious competency. For any individual that is embracing improv while communicating you must be so comfortable to provide any of the six answers, and pivot from one answer to the next based upon the response from the audience (one-one-one), or one-to-many.” Dr G: “That is interesting. First, you develop your muscle memory, then you pivot to different answers as needed in the conversation. How do you know when to pivot?” Bob Kulhan: “In improv you make initiations and declarations. For example, in 3 sentences you can know what a scene is about. Imagine, I walk in and say, “I lost my job.” That is a strong declaration for how the improv and the scene might unfold. I would imagine the same is true for AQ and answers. You pay attention to where the conversation needs to go. To guide the comedians on stage they follow shared rules. For example, one rule is always make your partner look good. If you get it wrong, you have an accountability system…if you slip and become a ball hog [taking up all the attention on stage], you will hear from your peers later that you acted like a ball hog.” Dr G: “It seems to me that you are describing the rules of engagement in ways that are like the 5 High AQ practices. If everyone knows these communication rules, you can have effective conversations that move in multiple directions. For example, a how-question, such as “How does your product work?” implies two possible answers, a procedure and/or action. By understanding the rules of conversations, it acts like the rules of improv.” Bob Kulhan: Yes. I agree. High AQ Takeaway 3: Improvisation in conversation is based upon a foundation of practice. When you rehearse the 5 High AQ practices, you will have the confidence in yourself. And when all communication participants use AQ you will have a shared framework to hold each other accountable and be successful. Dr. G: “In improv and AQ you have these rules of engagement and you want to be spontaneous. It is very possible to get tripped up trying to walk that tight rope. When I prepare job candidates for interviews, they realize they need to provide the right answers, but some get very nervous after the AQ framework when they open themselves up to the many ways they can answer (that they had not considered before).” Bob Kulhan: “The danger of improv is getting in your head. Again, you must practice so the rules are unconscious. Then, you must listen to the declarations of others and then react. For example, if a declaration is made on stage, “Dad I’m sorry about the car”, you know you are the dad and should react to your child wrecking your automobile; you know the general direction of your next line. In interviews, the job candidate needs to relax and be in the moment and listen for the interview declarations. If not, you are missing the gifts being offered up. You are thinking too much. Now you are thinking about not thinking. Before you know it, you are in an alligator dance. Be relaxed. Know you’ll figure it out. Let’s just dance in real time.” Dr. G: “As you discuss listening and responding in the moment, it reminds me of expert communicators we studied to develop AQ. A hallmark of the best communicators was the ability to provide all the answers. To be comfortable providing any given answer, you must be comfortable in providing all the answers. For example, if you tell a great moving story to an employee about how to lead others, a natural follow up question might be, ‘How do I take that lesson to my next meeting?’ Such improvisation entails transforming the story knowledge into a procedure and/or action to address this how-question. During the original research, we coined the term renaissance communicators to refer to communicators that could provide all the answers. In my AQ TEDxGeorgiaTech presentation I discussed Steve Jobs as such a renaissance communicator. Accordingly, in AQ and improv (at the highest level), I suspect there are no shortcuts. To be an expert at AQ you must know all the answers." Bob Kulhan: "Absolutely, there are no one trick ponies in improv. Additionally, nobody wants to do one thing. Usually, when they get pigeonholed there is a result… an emotional outburst. If you are the smartest person in the group, you don’t want to play the nerd every time, you want a chance to play the goof ball as well. Also, you must know how to pivot in real time if the dialogue is not working. I suspect the same is true for AQ, you must know how to pivot from one answer [type] to another to meet the needs of the conversation. In business conversations you need to know when a different type of answer is needed to move the conversation along. For example, a person explains a great procedure how to do something, and the conversation needs to shift to a great story, to hammer home why that procedure is important." High AQ Takeaway 4: A key to improvisation from any given answer type (e.g., story, metaphor, theory, concept, procedure, or action) to any other given answer type is to know all the answers. Those that aspire to provide improvisational answers during conversations with others need to embrace all six of the answer types. If you found Answer Intelligence (AQ)® an interesting framework, please share this post with others.
Ace Your Next Interview in the New Year. Prepare Now. Take the new Interview AQ Assessment.12/28/2020  If you’re looking to ace your next job interview, the first place you’ll likely turn to is the internet. Various sites will provide you with extensive lists of possible questions, tips, and tricks on how to answer them, such as Inc’s “27 Most Common Job Interview Questions and Answers,” and Indeed’s “125 Common Interview Questions and Answers (With Tips).” While these websites will help you with some aspects of your interview, telling you to research the company you want to work for and how to spin your greatest weakness to seem like a strength, they can only talk about so many questions. If you really want to ensure your success in your next interview, you need to know not only how to answer typical interview questions, but how to answer all types of questions that might get thrown at you as well. That’s where Answer Intelligence, or AQ, comes in. Answer Intelligence (AQ)® is the ability to provide elevated answers to explain and predict in a complex world, emotionally connect, and achieve results. Interview AQ, specifically, is how to answer different types of interview questions using the AQ principles. Knowing the strategies that you can use to best answer different types of questions will help you be prepared to answer anything the interviewer might throw your way. Mock InterviewAll important questions can be categorized as why-, what-, or how-questions. Below is a mock interview question along with a High AQ response. Interviewer: "What is your #1 skill?" High AQ Job Candidate: "My number #1 skill is leadership. I define leadership as the ability to inspire others and hold others accountable [Concept answer]. Leadership is like a braided rope. When two strands of a rope are woven together, the rope is stronger then it would be otherwise. The same is true for leadership, I aim to both inspire and hold others accountable in my daily interactions [Metaphor answer]. By Answering this what-question twice (High AQ Practice 2), the job candidate appeals to the logical side of the brain (with a concept answer) and the creative side of the brain (with a metaphor answer).HH Take the Interview AQ AssessmentSo how do you improve your Interview AQ? You can learn what your Interview AQ score is here for free, and read more about what Answer Intelligence is on the High AQ blog. Below, I’ve outlined two common interview questions below, and how different AQ strategies can be used to best answer these questions. If you found Answer Intelligence (AQ)® an interesting framework, please share this post with others. Especially, share this with those looking for a job in 2021!
Sales Answers Matter. Answer Intelligence (AQ)® Matters. Take the New Sales AQ Assessment.12/16/2020  There are many sales methodologies that focus upon questions. Answers are underappreciated, often overlooked, and given little critical attention in sales. Addressing an emphasis-gap upon answers in all important conversations, I authored the forthcoming book Answer Intelligence: Raise Your AQ. Sales involves important conversations where Sales Rep answers determine winning or losing the deal. Today, I announce the availability of the Explore Sales AQ FREE assessment for sales professionals to identify their Sales AQ score and how to improve their sales answers. Sales Answers Every important sales question can be mapped to a why-, what-, or how-question. We take questions for granted. Sales methodologies focus upon questions (we know that). Broadening the lens, as a society there is a taxonomy of questions that we learned as small children... The six-WH questions (what, why, when, where, who, and how) we learned at a young age. These six-questions are so engrained that you don't think about these questions much. Letters in the alphabet are the building blocks for words, sentences, and paragraphs. Without letters in the alphabet, we could not communicate. In similar terms the six-WH questions are building blocks for conversations. However, imagine if you found out that you were missing half the letters in the alphabet; gulp, that would be shocking, if it were true. My book (Answer Intelligence: Raise Your AQ) is built upon a large gap in our understanding of conversations. Yes, we have a taxonomy of questions. However, there is no taxonomy of answers. Consider this, how many answer-types are there? That is a tough question, one that is difficult to answer. The truth is, until my book, there has been no taxonomy of answers to help you navigate your next important sales conversation. Answer Intelligence (AQ)® identifies a taxonomy of six answers (story, metaphor, theory, concept, procedure, action) to help you elevate your answers and improve your influence upon others. Consider the following questions and answers. Which answer would you provide for each of these questions?  Take the Explore Sales AQ Assessment to identify your ability to provide important answers to clients. Explore Sales AQ is a FREE self-assessment and introduction to AQ. Learn More Perhaps, before you take the Explore Sales AQ Assessment you want to learn more about AQ. The assessment is based upon the 5 High AQ practices, uncovered from academic research with expert communicators. Additionally, if you go to the Explore AQ webpage you can learn more about Sales AQ, as well as other Explore AQ assessments being offered: Explore Interview AQ, Explore Coaching AQ, and Explore Training AQ (and more will be offered soon). If you found Answer Intelligence (AQ)® an interesting framework, please share this post with others.
 Mike Soenke is an Executive in Residence at North Central College (Naperville, IL, USA) and retired DOW 30 SVP and USA CFO. In this two-part series, Mike and I discuss Answer Intelligence (AQ)® based upon his experience as a former executive at a DOW 30 corporation. The focus of this blog post (1 of 2) is using AQ to elevate an organization and the next post will be about using AQ to elevate your career. The following interview is edited for clarity. This article is part of the High AQ Interview Series where executives, academics, and thought leaders discuss elevated answers. RelevanceDr. G: “Is AQ important to senior leaders and the organization as a whole?” Mike Soenke: “In my career, as I and others elevated into leadership roles we were amazed at how much of our time was invested in communication. In a large system, there are many stakeholders - including employees, suppliers, vendors, and partners. All of the stakeholders need to understand the vision, strategy, goals, and their role in the implementation.” “In all of my years in the corporate world, I never saw anything in my career like AQ. There are many resources about questions and proactive communication, but not a lot on the most effective ways to connect and respond by providing answers.” Dr. G: “What value add does AQ have?” Mike Soenke: “There are a lot of tried-and-true communication principles that are captured in the framework. For example, telling a story that draws someone in. Also, at our organization, we had the coffers full of organically grown metaphors. Additionally, appealing to both sides of the brain when you communicate [High AQ Practice 2: Answer Twice] is familiar. The real value-add of the thought framework is that it brings it all together and helps people in a structured and logical way. The 5 High AQ practices help you put the framework to work and optimize its effectiveness to further enhance the value-add of the framework.” To punctuate his point, Mike provided an example of a senior leader that was formerly at two competitors. He arrived, got up to speed quickly and used his huge knowledge base. More importantly, he would make connections that others did not see (he was very strategic). When these connections were made, Mike said, “It clicked in your mind and you were immediately upset with yourself that you did not make the connection (it was so intuitive). You were mad at yourself that you had not thought about it prior. I put AQ in this category. Like pieces of a puzzle that fit together, as soon as you see them together, you say to yourself, of course this makes sense. Why has nobody thought of this before? That is the power and magic of AQ.” Dr. G: How would you describe taking advantage of the 5 High AQ practices to someone learning about AQ for the first time? Mike Soenke: “The framework is simple and sophisticated and layered. When you first learn AQ, I recommend focusing upon knowing the six answers and which questions they answer. I would estimate that 50% of the value is in High AQ Practice 1 (Provide Six Answers). Simply knowing there are six answers and cataloguing them to questions is a tremendous advantage.” “Then as you peel the onion back… answering twice, providing complementary answers, using the three styles, are examples of how you can move from novice to expert as you master the sophistication of all the layers. The layering is interesting. AQ provides simplicity at the foundational level [Practice 1] but offers deeper and sophisticated tools and skill as you work through the High AQ Practices 2 to 5. Now you are adding layers of brilliance to it.” High AQ Takeway 1: According to Mike Soenke, 50% of the value in AQ is in learning High AQ Practice 1 and 50% is in learning High AQ Practices 2 to 5. Persons new to AQ should focus on High AQ Practice 1 and experts need to master High AQ Practices 2 to 5. AdoptionDr. G: “How would an organization best adopt AQ? Mike Soenke: “In my experience a framework like AQ enters an organization through executive leadership. They would get value in it and get passionate about, and then want to adopt it organizational wide. This is how it worked for us when we adopted programs to improve the culture, teamwork and communication in the company. After initial training, lunch and learns and small group support tools were conducted to further embed the framework, its terms, and syntax into the culture. That is a significant investment and difficult to do if leadership is not bought in up front. In my mind it is so critical for the ultimate success of a significant program if it starts with senior leadership." Dr. G: “Interesting that with other frameworks a lot of time is spent on learning the syntax and terms. Do you think there is something that is more intuitive about AQ?” Mike Soenke: “I think AQ is potentially more intuitive, in that it is built upon questions (why, why, how, where, where) and answers (story, metaphor, theory, concept, procedure, action) that we are mostly familiar with in everyday communication. Plus, the idea of using a communication framework based on questions and answers is just very logical and straightforward. I think all of this in combination can lead to easier adoption.” High AQ Takeway 2: According to Mike Soenke, AQ is best adopted top-down from senior leadership and AQ has a higher-chance of successful adoption because the framework is simple and intuitive. 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 Introduction
Dr. Freiburger and I discussed how he has demonstrated High AQ both in terms of winning client business and during a coaching engagement. He also speculates that AQ can be an effective meeting management tool for executive coaches. The following interview is edited for clarity. This article is part of the High AQ Interview Series where executives, academics, and thought leaders discuss elevated answers. Winning DealsDr. G: “Tell me about a coaching deal you won.” Dr. Chris Freiburger: “They were interviewing other coaches. All had experience with the client.” Dr. G: “Invariably, a question is asked, ‘Why should we hire you?’” Dr. Chris Freiburger: “I would provide a story. This differs from my competitors. Most executive coaches will tell you there is a rigorous framework, 1-hour interview, tests, 6 coaching meetings, every 3rd week. They discuss a standard engagement.” High AQ Takeaway 1: If you are asked a why-question, provide a story or a theory answer. Too often those with Low AQ provide the wrong answer to the question being asked. Dr. G: “Tell me more about what distinguishes a High AQ story from a Low AQ story.” Dr. Chris Freiburger: “An effective story is a touchpoint to all of the other five High AQ answers. For example, I can transform my story into a catalyst metaphor… I’m here to challenge and push. Or, I can discuss my theory of coaching, or any of the other answer types. I can use this story to draw a contrast with my competitors who often focus upon rigid procedures and actions. In my story I can highlight that as a catalyst the procedures will sometimes be sequential, sometimes reversed. I can draw a sharp contrast between my dynamic approach and the mechanical approach of some of my competitors when it comes to coaching methods.” High AQ Takeaway 2: Those with High AQ can take any given answer and transform it into the other answer types. This makes for an economical and reinforcing conversation. Effective ConversationsDr. G: “The difference between High AQ and Low AQ is often subtle. Can you illustrate this subtle difference with a client engagement?” Dr. Chris Freiburger: “I just got off a call with an executive coaching client. I asked him a question that threw him for a loop. I said, ‘I want you to tell me, when your boss comes to you to pick your brain about ideas, does he view you as a thought leader or a thought partner?’ He wrestled with this question. Then, we discussed that a thought partner is someone you bounce ideas off (lower level thinking) and a thought leader is someone you ask for advice about the future. He got it. Then I told my client, ‘I want you to think about how you take your skills and attributes and leverage them in a way so that you become a thought leader.’” High AQ Takeaway 3: Those with High AQ are in complete command of important concepts. This example from Dr. Freiburger conveys several subtle aspects of High AQ concepts. Specifically: (1) The client conversation is centered around teasing out the differences between seemingly similar concepts: thought partner and thought leader. Additionally, by providing two concepts, the client is engaged in active thinking. Dr. Freiburger said, “I could have said, ‘part of your development need is to position yourself as a thought leader with your boss.’ I don’t think that engages him in a way that is interesting.” (2) Transform an answer into a question. Effective coaches guide a client from point A to point B in a conversation. Dr. Freiburger transformed a concept-answer (the thought leadership concept) into a question. When you understand an answer, it gives you insights into asking more interesting and effective questions to guide a client. AQ as an Executive Coaching ToolDr. G: “How can someone use AQ in executive coaching?” Dr. Chris Frieberger: “I’ve facilitated a lot of meetings with Dr. Edward de Bono’s Six Thinking Hats®. In a 30- or 60-minute meeting, most leave and have a sense that nothing was accomplished. According to Dr. de Bono’s framework, nothing gets done because everyone thinks differently at the same time. One attendee is in brainstorming mode, another in critical thinking mode. Everyone is wearing different hats. The insight of Six Thinking Hats® is to get all attendees to put on the same hat at the same time to communicate effectively. AQ can create the same type of mental alignment. For example, if a what-question is asked, all meeting attendees will know a concept and/or metaphor is an appropriate answer. If you layer in the 5 High AQ practices, you will be using the same rules of effective conversations. For example, High AQ Practice 3 (Provide Complements) holds that adjacent answers complement each other, and opposite answers can resist each other. In this manner, if a manager is a storyteller, and a procedure is the desired answer, it explains why a story provided to a how-question can derail the conversation (they are opposite answer types). I have found that when using six hats to facilitate a meeting you can take people through a meeting a lot faster and effectively. Similarly, AQ is an approach that can create alignment around questions and answers to efficiently and effectively navigate high stake conversations.
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High Sales AQ: Transforming a $500 million industrial manufacturer from a direct to indirect sales model
This article is part of the High AQ Interview Series where executives, academics, and thought leaders discuss elevated answers. Introduction
Chris MacKenzie, an industrial manufacturing sales executive discusses a successful effort he orchestrated to transform a $0.5 billion dollar industrial manufacturing sales approach which was 90% direct and 10% indirect to one that was 90% indirect. During this transformation, Chris had to identify and convince a network of hundreds of distributors to sell his product portfolio in addition to his competitors. In the process, he had to successfully introduce end users to the distributors (the new selling intermediary), while realigning an internal sales force of 130 to sell through distributors.
Chris and I discussed the transformation from a direct sales channel to an indirect sales channel in AQ terms. We covered the 5 High AQ practices, the role of conversations (questions and answers) in sales, and the High AQ sales attributes that allowed him to pull-off the sales transformation to an indirect approach. We identified six High AQ takeaways. The following interview is edited for clarity. 
Six High AQ Takeaways
Interview with Chris MacKenzie
Dr. G: [We reviewed the 5 High AQ Practices and discussed the implications.] What is your reaction to Sales AQ?”
Chris MacKenzie: “I would estimate that that the top 10% of sellers have High Sales AQ. And most of them are doing it intuitively. The AQ framework can help the low-skilled to the highly skilled sales reps upskill.” Dr. G: “Which of the six answers (theory, concept, story, metaphor, procedure, action) is something you did not appreciate until it was brought into relief by the AQ framework?” Chris MacKenzie: “Metaphors. I have never coached, nor consciously applied to use metaphors before. It makes sense because it simplifies… [you can] hit a lightbulb very quickly.”
High AQ Takeaway 1: If the top 10% of sales reps have High AQ, that’s a good thing. However, even the best don’t realize they are using AQ. And there are no systematic efforts to elevate the entire sales origination. The AQ framework and associated 5 High AQ practices represent a way to explicitly surface principles and techniques that can elevate answers provided by the entire sales organization.
High AQ Takeaway 2: Metaphors are often underappreciated in a society that focuses upon stories to make emotional connections with others. Yes, stories are important, but metaphors offer several advantages including compactness (short time to convey) and lower difficulty level to communicate (as compared to a story).
Dr. G: "Your indirect sales strategy involves three parties: The manufacturer (you), the distributors, and the end user. What are the different needs between end users and distributors?"
Chris MacKenzie: "The end users are focused upon product features and functionality, and as you move up the value chain to the distributors, in addition to product features, they are focused upon strategy and overall profitability of the manufacturer-distributor relationship. With the distributors I had conversations about business strategy that went beyond product features, including tiered discounts, packaging, pricing, drop shipping, credit terms, on-time delivery, training, cooperative advertising, and customer service."
High AQ Takeaway 3: In a horizontally integrated supply chain, High Sales AQ recognizes that end-users ask different questions and need different answers than distributors. In this case, end-users ask the how-question and seek action answers (those associated with product features). Conversely, distributors are asking what-questions associated with business strategy (concept answers). Sales reps with High AQ understand that questions and answers may vary across the sales supply chain.
Dr. G: “In AQ terms, you indicated that concepts (e.g., packing, training, customer service) were important to distributors. How could you identify which strategic concepts to focus upon with each distributor?”
Chris MacKenzie: “First and Foremost...you had better go into the meeting in over preparation mode. You need to know what is important to the that specific distributor… talk about their business in that area (customer service, competitive pressures, training, hiring).” Dr. G: “Let’s say you locate the correct strategic concept; let’s say training is the hot button topic. Then, how would you credibly convey you understand their hot button topic?” Chris MacKenzie: “You need to give examples…. If you don’t have the right training… we will get you up to speed and show them an example…. Or, if their team is not trained, discuss how your training works. It illustrates that you ‘get’ their business. The relationship with each distributor will not be successful with a ‘one size fits all’ channel program. That is not insignificant. But, you want to avoid the ‘show up and throw approach’… you discuss every feature and function of your product. That will be a turn-off.
High AQ Takeaway 4: High AQ Practice 1 explains that for any given question there is a correct answer. Related to concepts, each distributor had strategic concepts that were more salient to them specifically. Also, in discussing procedures and actions associated with a product, you need to get them just right. High AQ is not just about recognizing which answer to provide (theory, concept, story, metaphor, procedure, or action) – it is also determining the best way to deliver that answer.
High AQ Takeaway 5: Provide Complements (High AQ Practice 3) holds that adjacent answers are related and can re-enforce each other. In this case, Chris wanted to demonstrate that he got the strategic concept correct, and he utilized the adjacent answers of procedure and action to substantiate his claim that he was on the same strategic page with a distributor.
Dr. G: “You initiated a huge disruption—the sales process going from direct to indirect. This was a significant investment of time and energy. Why was this the timing right to flip the switch to an indirect sales approach?"
Chris MacKenzie: “As a major manufacturer we sold to large A-accounts. These A-accounts were consolidating their vendors, and actually downsizing at the time. We wanted access to the much higher number of B and C accounts to compensate for the reduced volume of A accounts: Distributors actually had a better relationship with the B & C Accounts than my direct salesforce. They were looking for single source vendors. We needed to align ourselves with single source vendors. Given this dynamic, it made sense for us to invest in the distributor indirect sales channel to to sell to A- gain access to B & C accounts (as opposed to going direct while giving distributors access to our A accounts – we both grew in a shrinking economy)."
High AQ Takeaway 6: Answer in Context is High AQ Practice 5. All conversations involve primary questions (what, why, how) and associated answers (theory, concept, story, metaphor, procedure, action). These conversations occur within a context. This context activates the focal questions and the appropriateness of answers. In Chris’ case, purchasing department consolidation triggered conversations with distributors that would have not otherwise occurred. Therefore, those with High AQ understand context and how that impacts any conversation. The influence of context is often overlooked. In Chris’ case, internal conversations with Operations, IT, and other departments required a lot of convincing (as they did not understand the contextual changes the way Chris did).
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CategoriesAll  IntroductionWhen the term “Answer Intelligence” comes to mind, what do you picture? Perhaps Emotional Intelligence (EQ), or Cognitive Intelligence (CQ). Both forms of intelligence have been trending in the business world since the mid-1990s. Refining one’s intelligence leads to better results and communication. Answer Intelligence (AQ) stands out because it brings out the best of these forms of intelligence in each answer. If you have EQ you can perceive, understand, and regulate your own emotions. This is great, but unless you can provide a story (an answer type) to help ease the pain of another, or a procedure (an answer-type) to deal with an abuse supervisor, EQ has no impact. Cognitive Intelligence is great, but it is only through a theory (an answer type) that intellectual horsepower is shared with others. So on and so forth, EQ and CQ impact the world through the answers we provide to others. Metaphorically, AQ is the tip of the spear, the cutting edge, and EQ and CQ are the shaft of the sphere that provide the direction and force. Without AQ, there is no cutting edge, and EQ and CQ are simply a blunt instrument with no impact upon the world. Going back to grade school, we learned a taxonomy of questions (why, why, how, when, where, who). Surprisingly, until now, there has been no taxonomy of answers types. We've been missing a framework to organize, make sense of, and use answers to influence others. For the first time, answers have their own taxonomy. AQ is a framework that incorporates question types, creating a direct link between questions and answers, and in the process reimaging what it means to effectively communicate. For example, when answers have a specialized classification system, the essence of what a question is asking can be discerned with greater accuracy. AQ streamlines the process of arriving at the best answer for each unique question. What is AQ?The components of Answer Intelligence are best represented in a circular ordering of variables. At the heart of AQ are the six answers types, three question types, and the nuance of context. The question and answer types correlate to each other. Context—the “when” and “where” of a situation—is incorporated to form the specifics of the answer. Answers are the currency of influence. Using AQ you can influence others to emotionally connect, explain and predict, and achieve results.  Let’s learn how to raise your AQ using the Answer Intelligence Circle. Listed below are the basics. 6 Answer Types: Story, Theory, Concept, Metaphor, Procedure, and Action 3 Primary Question Types: Why, What, and How Context: When and Where The six answer types match up in pairs to the three question types. Story and theory pair with “Why” questions. Concept and Metaphor pair with “What” questions. Procedure and Action pair with “How” questions. Each of this six answer types (story, theory, concept, metaphor, procedure, action) are answered in context. This means that each answer must reflect the context. For example, if you are selling to a prospect, your story-answer will be different depending on the context. If you are selling to a Pharma prospect you will provide a pharma success story, if you are selling to a bank, you will will provide a bank success story. Getting the Most out of AQThe order and the combination of answers does, in fact, matter. In studying expert, 5 High AQ practices (approaches and techniques to provide answers) have emerged to distinguish those with low AQ from those with High AQ. Practice 1: Provide six answers. For each question, there is a primary answer. Understanding and crafting answers consistent with their High-quality attributes makes answers more effective. For example, action-answers should reflect best-practices and be unique (to stand out). Practice 2: Answer twice. The goal is to appeal to both the emotional and logical parts of our brain. The answer becomes more compelling. For example, "Why should I hire you?" can be answered twice with a story and theory. Practice 3: Provide complements. Adjacent answer types on the AQ Circumplex reinforces the focal answer. For example, on a sales call, a prospect may have an initial question: "what is your product?" This can be answered with a concept-answer by the sales rep, by defining the product offering. Next, the sales rep can provide a procedure-answer to anticipate a related question. In so doing, the sales rep helps a client understand what the product is and the associated question of how to use the product. Practice 4: Answer with style. We each have answer preferences. There are three answer styles: relational style (preference for story and metaphor), analytical style (preference for theory and concept), and practical style (preference for procedure and action). By understanding your own style, you can emphasize your strengths and guard against blind spots. Also, and often more importantly, it is important to understand the answer style of the individual(s) you are communicating with to feed them the answers they prefer to consume. Practice 5: Answer in context. Context is the “when” and “where” of a situation. In other words, the accuracy and effectiveness of an answer varies depending on the details found in the context. Each answer must reflect the context. Learn MoreWhen the 5 High AQ practices enter the picture, answers are purposeful and impactful. Answers are elevated. Answer Intelligence is valuable to apply in day-to-day communication, but also thrives in professional settings. Sales AQ, Interview AQ, Leadership AQ, Coaching AQ, and Training AQ are but a few applications of AQ. In fact, any important conversation can be elevated by AQ. 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AuthorDr. Brian Glibkowski is the author of Answer Intelligence: Raise your AQ. 
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