QBQ! The Question Behind the Question: Practicing Personal Accountability at Work and in Life

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The QBQ is a tool that helps leaders at all levels practice personal accountability by asking better questions and making better choices in the moment. The book QBQ is not one of my favorites. The book I recently read was ���QBQ!”, It stands for the question behind the question. This book was written by John G. Miller. I personally didn’t like this book really because of just the style that it had. I don’t really enjoy this style of book writing where there is short stories, but it depends on what you like.

How can we become more like David? By asking QBQs that open our minds and help us embrace change. And that's when we start practicing the Advantage Principle of Learning! In addition, his written comments said, "Consistently stays focused on the problem and how to make things better. Rarely criticizes others' performance, but instead works hard to improve communication within the department, understanding of the situation, and personal skills." My first thought was Hire this man! Talk about going the extra mile! He was clearly not your average employee. And the more I thought about the outstanding thing he’d just done, the more I wanted to talk to him. So as soon as I could get his attention, I waved him over. Personal accountability is about eliminating blame, complaining, and procrastination. When we point fingers looking for "whodunit," when we lament about our situation and what people are doing to us, and when we delay our own contribution while waiting for others to act, we are not putting personal accountability into action. Even though there are risks involved in taking action, the alternative, inaction, is almost never the better choice.Instead of, "Who dropped the ball?" "Why do they keep messing up?" or "Why do we have to go through all these changes?" you will begin to ask, "How can I improve this situation?" "What can I contribute?" and "How can I make a difference?" Huge difference between using personal accountability to solve a problem (which is what the book focuses on) and using personal accountability to initiate a conversation with others about working to solve the problem. Doesn't explain when you'd want to use which approach. This books talks about recognizing personal accountability in all areas of your life...personally and professionally. Although this exchange happened years ago, I still remember how impressed I was with David's commitment to learning. I thanked him and said I'd send him a copy of my first book when it came out.

For a complete exploration of the QBQ, I encourage you to read QBQ! The Question Behind the Question.I have relayed the concept of QBQ to my team and have noticed changes in my employees' thinking. I now see employees coming into my office to begin complaining or venting about a particular situation and, before I can even utter a word, they immediately start saying "but what I can do is...". The attitude has shifted to one of problem solving, which is important when the organization shifts its priorities. It has allowed for greater flexibility within my team. I've seen firsthand the difference personal accountability can make. I recently had my first year-end evaluation from my new boss. In our organization-a large financial and insurance firm-the highest rating anyone can achieve on their performance review is an "Exceeds." My boss began the meeting by saying he had not awarded an "Exceeds" to anyone in fifteen years! "But your performance has been stellar and I'm giving you an 'Exceeds' rating for the year. I wish I had a dozen people just like you!" I recently left the company I had been working for the last twelve years and the awesome team I had cultivated there. Going into a new company and new culture was a little scary and I wasn't sure what to expect. In some ways the company culture is better and in some ways it was worse. There are always trade offs right, but starting with a new team I found there were a few people in it that played the blame game actively and while some statements made might be true they weren't productive to getting work done. By then I was thinking profound and professional thoughts like Cool! But what I said was, “Come on, you’ve been awfully busy. How did you have time to go get it?” Smiling and seemingly growing taller before my eyes, he said, “I didn’t, sir. I sent my manager!” No, I haven’t,” I said. “And I’m in a bit of a hurry. But all I really want is a salad and maybe a couple of rolls.”

At QBQ, Inc., we exist to help you, the QBQ! reader and learner, as well as our customer, apply the QBQ! material at work and home. So, please, never hesitate to reach out to us. Unfortunately, though, they’re often the first thoughts that come to mind. It’s a sad fact that when most of us are faced with a frustration or challenge of some kind, our initial reaction tends to be negative and defensive, and the first questions that occur to us are IQs.

What can I do?” for example, follows the guidelines perfectly. It begins with “What,” contains an “I,” and focuses on action: “What can I do?” Simple, as I said. But don’t let its simplicity fool you. Like a jewel, the QBQ is made up of many facets. In the following chapters, we’ll explore these facets and see the powerful effect asking QBQs can have on our lives. My thoughts flew fast. NO! You lost my favorite server? You lost a guy who looked at me and asked himself, “What can I do right now to serve my customer?”I just couldn’t believe they had let him get away. To better understand the meaning and power of the QBQ, let's start by defining it. Then we will briefly explore key words contained within the definition. In his bestselling book QBQ! The Question Behind the Question, John G. Miller revealed how personal accountability helps to create opportunity, overcome obstacles, and achieve goals by eliminating blame, complaining, and procrastination. The result? Stronger organizations, more dynamic teams, and healthier relationships.

Blame and "whodunit" questions solve nothing. They create fear, destroy creativity and build walls. Instead of brainstorming and working together to get things done, we blame-storm and accomplish nothing. There's not a chance we'll reach our full potential until we stop blaming each other and start practicing personal accountability.No evidence. There is nothing, not even an anecdote, that shows anyone applying the QBQ principle and having their life or business improve. Ineffective anecdotes. None of the anecdotes correlate directly to the message. None of the anecdotes are of people using the QBQ method. This book will help each of us learn to recognize and ask better questions. And just to be clear, QBQs are questions we generally ask ourselves, not others. They are rarely questions we speak out loud to colleagues, customers, family, and friends— but rather ones we think in our own mind. I just thought if I had some way to study your material further," David replied, "I could apply it even better!" Too often in this country today people act the victim. "I couldn't do what I needed to do because that person didn't do their thing." "It's not my fault I burnt my tongue on that coffee, the cup wasn't clearly enough labeled 'HOT!'" You get the idea. So much of the genius in this country seems to be spent in figuring out how to avoid personal responsibility. At work. At home. At school. In parenting. For anything. Does anyone think this is a good thing? In any way?