Remember those school days when a teacher handed out a study guide before the big test? If you were like me, you loved it — because a good study guide usually meant the answers were hiding in plain sight. Suddenly, succeeding on the test didn’t feel impossible. It felt…manageable. And let’s be honest, we all preferred that to walking into an exam cold, armed with nothing but a No. 2 pencil and a prayer.

As leaders, we often make the mistake of assuming our team can “ace the test” of providing valuable feedback to us without any preparation. For years, I ended nearly all 1-on-1’s with the classic: “What can I do better to support you?”

And what did I get in return?

• The polite head nod.
• The 8-second silence (that feels like 8 hours).
• The obligatory “I can’t think of anything right now…”

Not exactly game-changing insight. And in fairness — why should I have expected it? It’s like asking someone to take a pop quiz on a subject they didn’t study for. Most people don’t want to risk the wrong answer.

So, I shifted my approach: I started giving them the questions (the study guide) in advance.

For example, here’s a sample of questions to send ahead of time — adapt and adjust to fit your world.

ORGANIZATIONAL FOCUS:

1. What’s one thing our competitors consistently do better than us?
2. What’s one thing we do exceptionally well — and how can we build on it?
3. If you were boss for a day, what’s the first change you’d make?
4. If you could make one recommendation to have the greatest positive impact on our team’s performance, what would it be?

INDIVIDUAL FOCUS:

1. What’s the biggest obstacle limiting your effectiveness in your current role?
2. What’s one thing I could do more of or stop doing to better support you?
3. Review the following Team Performance criteria… Select your top 2/bottom 2 (i.e., the two you feel represent personal strengths and the two offering the most room for improvement). Do the same for me. (Acted like a professional; Demonstrated humility; Maintained a positive attitude; Held others accountable; Demonstrated teamwork; Actively promoted a healthy work environment; Followed through on commitments)
4. Review the following Leader Responsibilities…Select the top 2/bottom 2 for me based on your observations over the last 6 months (Create shared understanding through clear goals and objectives; Set expectations; Cultivate and build an effective team; Mentor, coach, and develop team members; Manage multiple plans and responsibilities; Monitor and coordinate team efforts; Work through others and delegate responsibilities; Negotiate with other leaders and build mutual trust)
5. I just accepted a new position/promotion (HYPOTHETICAL). Before leaving, I’d like your response to the following two questions: 1) “What’s one thing I must keep doing to be successful in my next role?”, and 2) “What’s one thing I must improve as a leader to be successful in my next role?”

Why This Works: The Hidden Benefits

When you “give the questions to the test,” you unlock a different kind of leadership conversation. Here’s what happens:

1. Conversations Shift From Transactional to Transformational
   With structure and intention, the engagements move from routine check-ins to breakthrough moments where real growth happens. The conversations may be harder, but they’ll also be better.
2. Improved Self-Awareness
   Blind-spots are termed “blind” for a reason. Most of us are unaware of our tendencies that may be detrimental to the team and to our leadership. Accurate self-awareness is key to personal growth. Most of us don’t realize how we’re perceived until we ask for pointed feedback. Honest reflection lights the path forward.
3. The Ripple Effect
   When leaders adopt a stronger review model, their teams mirror it with their own people. What starts with one conversation can multiply across an entire organization.
4. Balancing Relational + Professional
   This technique doesn’t replace coffee chats or informal connections — it enhances them. Informal feedback must continue, but a periodic deep dive into deliberate, planned engagement is equally important. The combination builds trust and makes professional feedback easier to receive.
5. From Compliance to Culture
   Check-the-box systems may satisfy HR, but they rarely inspire change. Structured conversations, however, create alignment, strengthen culture, and build momentum toward organizational goals and individual growth.

At the end of the day, if you want better answers, give your people the questions. They’ll show up prepared, the conversations will include meaningful dialogue, and the ripple effects will reach further than you expect.

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Give the Questions to the Test was originally published in Horizon Performance on Medium, where people are continuing the conversation by highlighting and responding to this story.