There are three empty jugs on a table. Winnie the Pooh, Rabbit, and Piglet put walnuts in the jugs one by one. They play successively, with the order chosen by Rabbit in the beginning. Thereby Winnie the Pooh plays either in the first or second jug, Rabbit in the second or third, and Piglet in the first or third. The player after whose move there are exactly 1999 walnuts in some jug loses. Show that Winnie the Pooh and Piglet can cooperate so as to make Rabbit lose.

Let us arrange the jugs and the players as described.

In order that Rabbit be made to lose the jugs 2 or 3 must have both 1998 walnuts each.

Now each one takes equal turns upto that and Rabbit would have put his share in either jugs 2 or 3

So Winnie and Piglet can both match the contribution from Rabbit  to their respective 2 and 3 jugs. Neither of them is the first to put a walnut in either jug 2 or 3 but they are equally responsive to keeping the count even in both 2 and 3.

After the one of the two jugs 2 or 3 becomes 1998, that jug is closed for contribution. Now it’s the other jugs that will be filled up to 1998 by the matching and since Rabbit is forced to playing the odd numbered count in that jug, Rabbit is forced to lose.

Today we review the book “Good leaders ask great questions” by John Maxwell. 

The author is a celebrated leadership authority and he cites examples of how questions have changed his life. He also takes on about seventy questions on leadership that people have asked him. 

This book shows why it’s important to ask questions, now and throughout your career. It helps you find the key questions you should ask yourself and your team. It shows how questions help you lead yourself so that you may lead others. Finally it helps you weather poor leadership and develop emerging talent. 

The irony with questions is that you only get answers to the questions you ask. If you are looking for some light, you have to ask the right questions. Questions also unlock and open doors that were previously unnoticed or unopened. 

Questions help us be humble, to engage others in conversation, to build better ideas, and to get a different perspective. In fact, it helps you challenge mindsets and can get you out of the ruts. The author says when you feel you have reached a status quo, questions can help you break out of it. In his words, 

“Good questions inform. Great questions transform.” 

Let us first ask what questions do I ask myself as a leader ?  While it may be easier to list questions about yourself, you want to pick those that attribute to your leadership. For example, when you ask am I investing in myself ? It will let you know how you see yourself, how you see your future, how others see you. If you ask am I genuinely interested in others ?  It will help you show that your motives matter. If you ask am I grounded as a leader ? It will demonstrate stability. Questions about your team, your strength zone and your continued value to the team, your focus on today and your time with the right people will explore and widen those aspects of your leadership. Maxwell quotes Socrates as “The unexamined life is not worth leading”. 

Once we have explored ourselves and our leadership abilities, we can then focus on our team. Questions to your team members puts their strength, passion and ideas to work. Questions about your assistance to the team members will establish the interaction for success. Maxwell firmly believes that leadership is servanthood. In addition, he says successful leaders know the context more than the content. So they communicate better. You should ask your team members what they learnt and what remains to be learned ? Questions like did we make the most of the opportunity and does our numbers show improve the team. Even a simple what am I missing can help you review. 

Maxwell then includes a list of questions that leaders have asked him. For example, he has been asked why leading oneself seems more difficult than leading others ? He answers by saying this is due to blind spots which are very harmful as they manifest in the action taken by leaders and cascade down. Blind spots such as having a singular perspective, insecurity, an out of control ego and weak character make it harder for us.  

He has been asked what the most important values for a leader were to which he cites servanthood, purpose, integrity, relationships and renewal. Along these lines when he asked what is one habit a leader could practice daily to which he responded – giving more than you receive. 

When asked about humility and servanthood being considered as signs of weakness, he says this is not so.  People who achieve at a high level of excellence can smell weakness. That is different from humility which is being realistic and grounded. 

Does everyone have the potential to be an effective leader? Maxwell says three main components come into play in the development of the leader : environment, exposure and equipping. And yes its more caught than taught. 

When asked about other questions on how leadership works, Maxwell continues with some more examinations.  When asked about the greatest challenge in leadership, he responds by saying it’s the ability to make tough choices and uncomfortable decisions. 

When asked about top skills required to lead people through sustained times, Maxwell responds with the following guidelines to lead the team members: 

1. Define reality – as a leader, you can define the things that restrain people especially when they have a hard time figuring out on their own. 

1. Remind them of the big picture – Leaders will keep reminding the vision because the people will need it. 

1. Help them develop a plan – You need to know where you are and where you want to go. 

1. Help them make good choices  People’s choices define who they are and where they go 

1. Value and promote teamwork – Maxwell says no team can win and keep winning unless everyone works together. 

1. Give them hope – Crisis, difficult times and conflicts are opportunities to build better relationships. 

When asked about how to determine your leadership potential, he answers with four areas: 

1. Pay attention to the need you see – leadership begins with a need 

1. Use your abilities to help others – you know yourself or find others who do or examine what makes you most productive or influential. 

1. Make the most of your passion and  - passion in a leader is compelling to others 

1. Develop your influence – you must persuade other people to work with you. 

When asked about his advice to first time leaders, he says not to worry too much about what others think and to do your best, work hard and keep growing. 

The next section focuses on resolving conflicts and leading challenging people. 

Maxwell is candid when saying people who hurt team productivity do not change. It doesn’t make you a bad leader but it means you have someone who’s bad for the team and the organization. 

When we make a mistake or suffer a loss, we sometimes get emotionally stuck and some losses require time because they cut deeply. But we have to move past them and put energy into healing. 

When asked about how to inspire the team to make its current work a career and something to be proud to do, he responds saying don’t focus on the job and instead focus on the people. Jobs don’t have future but only people do. And if the people are growing and learning, their future is bright. Share your passion. It’s contagious.  

When asked about how to know a relationship is broken and how to save it, he responds saying the telltale sign is that it’s hard to have an honest conversation. 

To fix such a relationship, you have to take the initiative. Give others the benefit of doubt. In fact Maxwell says he always goes into that conversation assuming he has done something wrong. Once he discovers there’s hope for helping a relationship come back, the conversation goes better if he is open and willing to take the blame. He says always walk the second mile and speak well of people afterwards. 

Finally he gives some advice about working under poor leadership and successfully navigating leadership transitions. He says when the leader fails to share vision, tap into the organization’s larger vision. When you identify the larger vision, share it with your leader. You may have to adjust it to his or her values and goals. And develop your own sense of purpose. You will just need to be more certain about it. 

In order to navigate leadership transitions, he quotes Brian Tracy as saying “In a time of rapid change, standing still is the most dangerous course of action.” Sometimes transitions are self-initiated.  This is because leaders are restless and try to find new mountains to climb. Good restlessness is healthy but bad restlessness comes from being bored and unhappy. He says don’t move anywhere else until you have given the best you have. 

When asked about what leadership principles enable a failed leader to lead again successfully, he responds with honest evaluation ? Do you realize what you need to change ? And rebuild your emotional strength. You can then make adjustments needed for your future success. 

The end note of the book is about how to develop leaders. He says to help others become better leaders, do the following: 

1. Make sure people worthy of your time and attention have a learning attitude. They’re open to instruction and hungry to grow. 

1. Identify their strengths – the people you lead may not know where they are good at. 

1. Give them a place to practice because they will certainly need practice to be perfect 

1. When they make mistakes, walk alongside them to give them the security and to help them through the most difficult times 

1. Keep increasing their responsibilities so that they can step in and take your place. 

At the very foundation of doing this kind of service, is to be a better leader ourselves.