How One Coaching Question Transformed My Approach to Effective Team Communication

Effective team communication is often treated as a set of tools or techniques, yet some of the biggest shifts come from surprisingly small changes in how leaders ask questions.

One of the most influential shifts in my own leadership practice came from using a simple coaching question from The Coaching Habit by Michael Bungay Stanier: “And what else?” Let’s call it the AWE question.

Although the question appears small, its impact on deepening conversations, improving collaboration and strengthening trust has been significant.

Moving Beyond Surface-Level Answers

Many leadership conversations stay on the surface.

Imagine the scenario…… someone describes a challenge, offers the first explanation that comes to mind, and the discussion moves straight to solutions. It can feel efficient, but deeper insight rarely emerges in that kind of interaction.

In reality, the first thing someone shares is often the safest thing, not the truest or most useful.

Asking “And what else?” changes the pace and depth of the conversation.

It pauses the rush to fix and opens the possibility that there is more to consider.

When this question becomes part of your communication style, the conversation naturally becomes more thoughtful and grounded. It encourages people to explore beyond the initial layer of their thinking. It gives the team the space to reveal assumptions, concerns or ideas they may not have expressed without an invitation to continue.

Creating Supported Challenge for More Effective Team Communication

One of the most significant outcomes of using this question was how it helped create a culture of supported challenge.

Challenge is essential in any team, but when it is delivered too quickly or too sharply, it can feel like criticism.

When challenge becomes habitual without support, teams begin to protect themselves rather than stretch their thinking.

“And what else?” introduces challenge in a way that is curious rather than confrontational.

The AWE Question

It allows the team to examine an issue with more nuance and depth, without implying that the first response was incomplete or incorrect. This shift is especially important when working to avoid a blame culture.

The question encourages exploration rather than defensiveness.

It signals that the purpose of the conversation is learning, not fault-finding, and creates the psychological safety needed for openness and honesty.

Expanding Collaboration and Collective Thinking

Over time, this question changed how my teams approached problem-solving and project creation.

Instead of relying on the quickest idea or the most confident voice, we began co-developing ideas more effectively. The AWE question created a structure for thinking together rather than assuming that the first idea should define the direction.

In the early stages of projects, the AWE question helped ideas evolve more naturally.

Team members felt more able to contribute and more willing to explore possibilities they were unsure about.

It allowed us to hold multiple perspectives at once and to treat the conversation as a creative space rather than a task to complete. In practice, this looked like ideas being shaped, expanded and improved collaboratively rather than being settled too quickly.

This approach often acted as a supportive version of a devil’s advocate position. Instead of challenging ideas with confrontation, the team learned to challenge ideas with curiosity. We questioned what might be missing, what assumptions we were making and what risks or opportunities had not yet been discussed.

This created stronger decisions and more robust thinking without undermining confidence or trust.

Observing the Subtle Shift in the Room

Although there was no single dramatic moment when the impact of this question became clear, there were many small signs. I would see team members pause to reflect more deeply. Their expressions would shift as they accessed new layers of insight. The atmosphere would take on a sense of anticipation rather than pressure. Conversations felt alive with possibility, rather than restricted by the need to find the fastest answer.

There was a sense that the conversation was unfolding rather than closing, and this energy supported creativity, clarity, curiosity and compassion. These moments showed how much more effective team communication becomes when leaders create space for exploration rather than speed.

What This Means for Leadership Practice

Embedding “And what else?” into everyday leadership communication has had a lasting influence on how I support teams and develop ideas. It helped me resist the instinct to provide solutions prematurely and encouraged people to think more independently and collaboratively. It also played a significant role in shifting the dynamic away from blame and towards shared learning.

The question encourages leaders to hold space rather than dominate it, and to facilitate insight rather than deliver it.

It strengthens relationships, deepens understanding and brings forward ideas that would never surface in fast, solution-driven conversations.

Ultimately, it transforms communication from transactional to developmental, creating an environment where people feel safe to explore, contribute and grow.

A Final Reflection on Effective Team Communication

The simplicity of “And what else?” should not be underestimated.

Its power lies in the space it opens, the trust it builds and the clarity it creates.

When used with skill and intention, it becomes more than a coaching prompt.

It becomes a communication habit that supports deeper thinking, more imaginative collaboration and genuinely effective team communication.

This one question remains one of the most impactful tools in my leadership practice, shaping how I challenge, support, listen and lead.

If you’d like to explore ways to develop your communication skills with your team, then book a free discovery call to pick up a conversation with me.