In the art world, perspective gives the effect of relative distance and size; the same is true in business. Effective leaders know that an essential part of the job is maintaining perspective 24/7, along with helping others do the same – with respect to events, investments, decisions, priorities, goals, you name it. Perspective is especially important when something “big” happens. Unexpected quarterly results? Change in your client base? Impending layoffs? Natural disaster touching the lives of employees and clients? Whatever the issue, whatever the magnitude, it’s your job to help your organization stay grounded in the big picture. A leader on an emotional roller coaster takes everyone along for the ride.

Information is key when seeking perspective; it helps you accurately and collaboratively gauge the relative distance and size of an issue. People such as your clients, peers, staff members, boss, mentor, coach, and consultants are your closest allies when you are ISO perspective. Of course, the quality and value of their input is highly dependent upon your ability to ask the right questions. Therein lies a challenge.

Asking the right questions isn’t as easy as it seems. Like anything that appears effortless – speaking in front of 300 people, flying trapeze, the Viennese Waltz – asking the right questions requires focus, practice, and solid technique.

Talented inquirers know how to avoid the three most common traps that are easy to fall into. When it comes to questions, we often don’t inquire in ways that:

1. Put the issue solidly in context
2. Accurately and specifically gauge its relative size and distance
3. Quantify the impact.

Imagine this scenario: You learn that one of your largest clients has a major complaint and is about to give your business to a competitor. You immediately pick up the phone to do damage control. You smooth ruffled feathers by using all those great empathy skills you learned at your last leadership retreat. You promise to dedicate a special task force to resolve the issue ASAP. When you hang up, you feel better for having made contact and taken action. But wait – before you divert valuable resources to the effort, are you sure you got enough information to determine the best course of action? Did your conversation put the situation solidly in context? Accurately gauge its relative size and distance? Quantify the impact?

Use the following 10 questions to put problems in perspective. Consult with yourself, your clients, your advisors, and other members of your organization to find the answers.

1. “What does the problem look like from where you sit?” (Put the focus immediately on the perspective of others.)
2. “How many times has the problem occurred?” (Get specifics.)
3. “How does this compare with past performance?” (Get more specifics.)
4. “What are the root causes of the issue?” (Dig beneath the presenting problem to move closer to a sustainable solution.)
5. “What is acceptable improvement? Ideal improvement?” (Go for answers that are measurable.)
6. “What’s the best that could happen if you get the results you are looking for?” (Establish a vision of successful resolution.)
7. “What’s the worst that could happen if you do not get the results you are looking for?” (Balance your perspective by learning the greatest possible negative consequence.)
8. “What’s the cost of doing nothing?” (Go for quantifiable numbers here. Think in terms of money, time, or other business-relevant measures.)
9. “What are the benefits to be gained by solving the problem?” (Qualify and quantify!)
10. “Will it matter one year from now? Two years from now?” (Put the problem in a long-term context.)
11. (BONUS) On a gut level, what’s the right thing to do? (Invite instincts into the conversation.)

Simple, yes. Easy, no. But with focus, practice, and solid technique you will make it look easy – by elegantly asking the right questions every time you are confronted with an issue. Then, with a clear sense of relative distance and size, you can smooth ruffled feathers and make a well-informed decision about the right next move.