The art of asking questions in our OHS interactions

For several years now, I’ve been guided by a phrase I’ve made my own: 

 “The best leaders aren’t the ones who have all the answers, but those who know how to ask the right questions.” 

Asking good questions takes more than just knowing the environment or the processes. Above all, it requires a mindset rooted in humility. And that’s where the real value lies in our occupational health and safety (OHS) interactions. 

Humility and Curiosity: Pillars of Leadership 

In my work supporting organizations, I often see that many leaders are more comfortable giving answers than asking questions. Yet, what we learn in an interaction directly depends on how much space we give the other person to speak. If you’re doing 80% of the talking, you’re missing out on 80% of the potential learning. 

In Humble Inquiry, Edgar Schein defines this approach as: 

“Asking questions to which you do not already know the answer, building a relationship based on curiosity and genuine interest in the other person.” 

This invites us to reflect on our own leadership: Were we promoted because we knew how to speak, or because we knew how to listen and learn? While performance-driven cultures tend to value knowing and solving, true leadership today also lies in the ability to understand without imposing, and listen without judging. 

The humble leader seeks to discover how things are actually happening, without projecting their own answers. They choose curiosity over judgment, and recognize that those closest to the work are often best positioned to spot risks, suggest improvements, or identify blind spots. 

The Impact of Sincere Questioning 

Asking questions with humility not only helps us better understand what’s happening on the ground, it also empowers employees. It sends a powerful message:  “What you know and experience matters to me.”  This sense of recognition is a strong driver of engagement. 

Curiosity is a neutral stance. Judgment, on the other hand, is often perceived as threatening. To be curious is to open space for dialogue. To judge is to shut it down. 

Three Keys to Asking Better Questions 

1. Stay Humble  Accept that you don’t know everything. No matter how experienced you are, you’ll never fully grasp what workers face day to day. 

2. Ask Open Questions Without Steering the Response  Avoid biased wording (e.g., “Don’t you think we should revise this method?”) and instead use questions that open reflection: 

• How could we improve safety on this task? 

• What challenges do you face with this equipment? 

• What makes this task more complex to carry out? 

• What risks do you see in this operation? 

• Are the PPE you wear truly suited to your needs? 

• Is the internal communication clear and sufficient for you? 

  
  

3. Talk Less. Listen More.  We already know what we know — the real value lies in what the other person can teach us. So let’s ask with sincerity… and genuinely listen to the answers. 

Building a Culture of Trust 

As leaders, we have the responsibility to create a climate where people feel safe to speak up, raise concerns, and propose ideas. A culture where mistakes are seen as opportunities for learning — not as failures. 

Leaders who embrace humility and ask real questions are the catalysts for this kind of culture. 

But be mindful: while this may sound simple in theory, it’s not easy in practice. Asking instead of telling, listening instead of replying — it takes real self-awareness and commitment. 

In Conclusion 

Don’t hesitate to seek feedback from colleagues: What’s your posture in interactions? Do you leave enough space for others? Are you truly listening? 

And allow yourself to be supported in developing these practices. Often, small adjustments can make a big difference. 

Because by asking the right questions…  you just might open the right doors.