Elite CEOs Ask Better Questions to Unlock Board Value, According to Eric Partaker

In a recent LinkedIn post, Eric Partaker, a seasoned coach and entrepreneur, shares his observations on how CEOs can significantly improve the value they derive from their advisors, boards, and mentors. Partaker contends that many leaders fail to leverage these experienced individuals effectively, often settling for superficial updates and vague discussions instead of deep, actionable insights. He highlights that the key differentiator for successful CEOs lies not in the quality of people they surround themselves with, but in the quality of the questions they ask.

Partaker’s central thesis is that by asking more incisive questions, CEOs can transform advisory sessions from mere reporting exercises into strategic working sessions. He writes:

“Most CEOs have access to smart, experienced people. Board members. Advisors. Mentors. Investors. (And they usually waste it.)”

He elaborates on this by describing how many leaders tend to share good news and ask broad, unspecific questions, which naturally elicit equally general responses. This approach, according to Partaker, misses the opportunity to uncover critical blind spots or explore innovative strategies.

The Power of Strategic Questioning

Partaker argues that the ability to ask effective questions is a skill that can be developed and refined. He emphasizes that this is not an innate talent but a deliberate practice honed by successful leaders he has coached. The core of his message revolves around shifting the dynamic of these interactions from one of passive information sharing to active problem-solving and strategic guidance.

According to Eric Partaker, the CEOs who excel are those who have learned to probe deeper and elicit more specific, actionable advice. He states:

“The ones who extract the most value from the room have learned to ask great questions. It’s a skill you can develop.”

Seven Questions Elite CEOs Use

To illustrate his point, Partaker provides a list of seven powerful questions that he observes elite CEOs using regularly. These questions are designed to cut through generalities, identify risks, clarify priorities, and leverage the networks and experiences of their advisors.

Among the key questions highlighted by Partaker are:

• “What would you do if you were me?” – This prompts specific recommendations rather than safe, generalized advice.
• “What am I missing?” – Designed to uncover potential blind spots before they lead to significant issues.
• “Where have you seen this go wrong?” – This question aims to learn from past failures, using others’ experiences as shortcuts.
• “If we could only do one thing this quarter, what should it be?” – Partaker suggests this question helps to crystallize true priorities under constraints.
• “If this fails, what’s the most likely reason?” – This stress-tests assumptions and plans by seeking external perspectives on potential failure points.
• “Who else should I be talking to?” – A direct method for unlocking the advisor’s network.
• “What’s the one thing you’d tell me that you think I don’t want to hear?” – Partaker identifies this as often yielding the most valuable, albeit potentially difficult, feedback.

Partaker stresses that these questions are versatile and effective across various advisory contexts, including board meetings, mentor sessions, and investor check-ins. He notes:

“The context changes. The questions work everywhere.”

By adopting a more interrogative and strategic approach, Partaker suggests that leaders can transform their relationships with their advisors, turning them into true partners in navigating business challenges and driving growth. He concludes by inviting readers to share their own impactful questions, fostering a community of learning around effective leadership communication.