Power Questions: Build Relationships, Win New Business, and Influence Others

dream you've yet to fulfill?”
Suggestions for How to Use This Question
“Is there something else you'd like to
accomplish?”
Almost everyone has an unfulfilled aspiration or dream, no matter where they are in
their career or their life. Rarely, however, do others invite them to share it.
Anyone can carry on a conversation about plans, reports, and recommendations. Go
deeper and create a sublime moment by asking this question.
When to use the question
When you've already had the chance to meet the other person a few times, and
want to start to deepen the relationship.
At any stage of someone's career.
With a leader who will be stepping down in the next few years.

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Alternative versions of the question
“Is there a dream you've yet to fulfill?”
“Do you have something in mind for your next act?”
“After this, is there a particular challenge that excites you?”
“What are your most important aspirations for your career?”
Follow-up questions
“What will the timing of that be?”
“Do you think that will stretch you in a different way?”
“If you do go in that direction, what's the next step you'll take?”

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32
Take Stock of Your Life
It was one of the most exciting and memorable days of my life. I'll tell you
the story. It begins with a telephone call.
“May I have the telephone number for Peter Drucker in Claremont,
California?” I'm on the line with the long distance operator.
(I don't believe I can really get to talk with Dr. Drucker. I assume there is
an answering machine or a gatekeeper. Still, I think I'll try. I am trying to
reflect Melville's comment in Moby Dick that all people of action will find
their way, sooner or later, to success.)
“Do you want Peter F. Drucker?” I don't really know his middle initial,
but I assume there couldn't be too many Peter Druckers in Claremont. I tell
her that's the one. She then says, “Is it the one who lives at 847 Marchand
Street?”
“Hmm. . .yes, I believe that's the Drucker I want.” The next voice I hear is
Peter Drucker. Even though he has been in this country for 50 years, there
remains the very heavy Austrian accent.
I explain to him that I'm calling because of a book I'm writing on the
passion and commitment that directors of nonprofit organizations should
bring to their board membership. I tell him I was hoping to get a quotation,
a few sentences, I could attribute to him in my book.
Peter Drucker is still considered to be the world's foremost pioneer in
management theory. He was a renowned author, teacher, and consultant.
There is likely no single person in history who had a greater influence on
the development of modern corporate and nonprofit management practice.
I tell Dr. Drucker that I am writing a book about board management for
nonprofit organizations. “There is no one in the country who knows more
about corporate boards than you,” I explain. “I feel there are important
similarities between a corporate board and a nonprofit board. I would like
your views on this topic. When would be a good time to call you back?”

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“That's fascinating,” he says. “I'm also writing a book right now about
nonprofit boards. Maybe you could come and visit me. We could kick it
around for a while.”
Good grief! I'm kicking it around with Peter Drucker.
“Would it be possible that you could visit me in Claremont on a Sunday?”
I jump at the suggestion. After all, Claremont is only 3,000 miles away! We
decide on a Sunday three weeks away.
I arrive at the Ontario, California, airport, rent a car, and am on my way to
Marchand Street. I ring the bell at his modest home at precisely nine
o'clock.
Dr. Drucker is dressed in an old plaid shirt, open collar.
“Come in. I've been looking forward to seeing you. My wife has made
some coffee. Let's go in the kitchen and talk.”
I have the whole day with my hero. I am taking notes as fast and furiously
as I possibly can. I actually fill two complete pads of paper. A few months
later, we have a full afternoon together as well. But that's another story.
One of our most significant discussions is about what Dr. Drucker calls
“the five most important questions.” I am embarrassed to tell you that I only
manage to take down four of the questions.
I am daunted by his presence and don't want to interrupt. I am able to
recall later what the fifth question is. I'll tell you about that in a moment.
“There are five questions that are essential for a board to consider,” he
says. “To be successful as an organization you must have thoughtful, clear
answers to these questions. I'll walk you through each one of them.”
(Now back to you, the reader. These questions are equally consequential
to you on a personal basis. For our purposes here, I am going to explain
how meaningful and valuable they are to you as a person.)
First, Drucker tells me that we must consider the mission of the
organization. I am convinced it is equally important for a man or woman to
have a personal mission statement. I've done it myself. It can be
intimidating.
In your personal mission statement, answer these questions: Who am I?
What values do I consider most important? What do I stand for? What do I
want to achieve in life? How should I treat those closest in my life? How do
I want to be treated? What is the purpose of my life?

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Think it through. Then write it down. The mission statement will help you
determine who you are, say who you are, and do what you say.
When you finish your personal mission statement, you will know quite
precisely why you were put on this Earth. It's what Hemingway wrote—that
it strips you of everything you thought you knew about yourself. If you do
nothing else, I urge you to work on the statement. Go ahead, peel back the
layers.
Next, Drucker said you should know who your customer is. For you,
personally, this means you must consciously define who you want to spend
your time with. What kinds of men and women do you want to interact
with? Do they reflect your values and interests? Do they fuel your energy,
your excitement for life?
Drucker goes on to tell me the third question: “What does the customer
value?” On a personal level, this means you must understand what is
important to all of your friends, family, and colleagues. What are their goals
and priorities? And what do they treasure in their relationship with you?
Maya Angelou said: “People will forget what you said to them. They will
even forget what you did to them. They will never forget how you made
them feel.”
The last question I managed to keep notes on is, “What results do you
expect?” In personal terms, substitute the word expectations for results.
Are the people around you clear about what your expectations are? If you
have children, do they know what you expect? What about your spouse or