​We created a list of all AQ podcasts, webinars, and other recorded events that feature Dr. Glibkowski talking about Answer Intelligence (AQ)™.

This is a sample of AQ podcasts.

The Power of Answers: How to Raise your Answer Intelligence (AQ)
​Dion Leadership Webinar

LinkedIn Live with Mohamed Sharaf Eldin
Answer Intelligence for Leaders - with Dr. Brian Glibkowski

LinkedIn Live with Chris White
Answer Intelligence for Sales - with Dr. Brian Glibkowski

AQ was introduced to the world at TEDxGeorgiaTech.

As sellers we are often provided with discovery guides and taught about the key questions to ask our prospects, but do we have a guide and coaching on how to provide the best answers, especially responses enabling us to build trust, so important with today's skeptical buyer?
In this interview with Dr. Brian Glibkowski, author of the book Answer Intelligence: Raise Your AQ discuss six methods to Answer questions, in order to influence your deals from "Do Nothing" to "Yes".

The foundation of High AQ is the ability to provide six answers (High AQ Practice 1).  My AQ is a series of articles that feature business executives that provide six answers to important topics and questions.

Jim Naro is a Predictive Index Partner and Business Partner of Customer Centric Selling. Jim cares about his clients. So often caring is an empty-phrase.  Not for Jim. He has six answers to demonstrate he cares for his clients.

Each answer by itself relates to a specific question. If you take all the answers together, it is the cumulative and reinforcing aspect of the answers that communicate authenticity.

​Being a Leader in the past was so much easier.
All you had to do was say “do what I say, or you know where the door is?”
You may have worked for a manager who even said those words.

Fortunately, today’s workplace is a little more collaborative and consensual where employees are given an opportunity to ask questions when they are being asked to do something new or change the way they work.
For all the good this approach brings in terms of employees engagement and buy-in to the organization, it puts a lot of extra pressure on the Manager.
In fact, most leadership training focuses on the importance of a manager asking great questions and using models such as GROW coaching.
However, there is a little training to help Leaders know how to answer in a way that increases buy-in to what is being asked and results in behavioural change.
 
In this podcast, you will hear about

• What is Answer Intelligence?
• What are the 6 ways you can answer any question?
• How to apply the framework to back to office conversations
• Why building a portfolio of answers will reduce the pressure you feel when in challenging conversations.

 

In this episode on SALESwithASLAN, we welcome author and professor Dr. Brian Glibkowski, an expert on question intelligence. His new book called “Answer Intelligence: Raise your AQ”, addresses the academic and psychological side of questions and answers that is sure to bring insight to all those who sell for a living. You will learn from years of research.

With no stop in sight, a trend is to use In-house leaders as trainers.  For example, Merck & Boeing regularly use leaders as trainers (see endnote 1). Merck partners leaders as trainers with academic faculty to co-teach classes, and Boeing vice presidents teach 2+ leadership classes a year.  Teaching the classes is part of the performance evaluation for vice presidents. There are several benefits of using leaders as trainers: ​​

In summary, transforming leaders into trainers is not easy.  A train the trainer program can last days and dozens of hours at a minimum of a leader’s valuable time.  Not surprisingly, a common push back is that it takes too long. ​

AQ is consistent with well accepted aspects of learning.  For example:

AQ + knowledge. Training is about providing knowledge.  AQ is built upon knowledge.   Specifically, how-questions are associated with procedural knowledge that are addressed with procedure and action answers. What-questions are associated with declarative knowledge that are associated with concept and metaphor.  Why-questions are associated with structural knowledge (cause-and-effect) associated with theory and story.  Appealing to the left-side of the brain, procedure, concept, and theory are associated with objective knowledge (codifiable, exist outside the person).  Finally, appealing to the right-side of the brain, action, metaphor, and story are associated with objective knowledge (often referred to as tactic knowledge that cannot be separated from the experiences).

In sum, AQ is a theory of knowledge that you can use in your next train the trainer session.  For example, you can challenge a leader to distill their theory of “leadership” into a simple cause-and effect diagram. Or encourage leaders as trainers to identify a metaphor to share their experiences into a compact package that others can easily absorb.

AQ + skills. Training is about skills.  Central to skill development is application and role playing.  AQ works very well with role playing exercises.  In fact, question and answer exchange is the heart of most role playing.  Consider a sales role playing, where a sales leader (as the trainer) can ask “Why should I hire you?” or “How does the service work?”  These questions can be answered with AQ.  The application of AQ is a learned skill that relates to 5 High AQ Practices.  For example, Answer Twice is High AQ practice 2 that holds that an important why, what, or how question should be answered twice to make an emotional connection (right-sided answer: story, metaphor, action) and a logical connection (left-sided answer: theory, concept, procedure).  For example, the “How does the service work?” can be answered twice with a procedure and action(s).  The procedure is the steps in a process. Actions are associated with any given step, in terms of best practice or unique actions.  Using the 5 High AQ practices is a skill.  In other words, to Answer Twice requires effective and concise delivery.  

AQ + Learning Styles.  Answer With Style, High AQ Practice 4, holds that every teacher and student has distinct communication styles that impact learning.  Specifically, there are three styles: Relational (preference for story + metaphor), Analytical (preference for theory + concept), and Practical (preference for procedure + action).  If a trainer knows the style of the students, questions and answers can be anticipated and responded to.  Additionally, the teacher should know their own style to amplify strengths and guard against shortcomings. For example, if a teacher has a relational style, a potential gap is avoiding practical or analytical answers needed for learning.