One Simple Word That Transforms Leadership and Team Engagement
“The art and science of asking questions is the source of all knowledge.”
— Thomas Berger
Imagine a team meeting where the leader asks, “Could we implement this new product by the end of the quarter?” The team immediately jumps into assessing resources, timelines, and technical feasibility. Now, picture the same leader asking, “Should we implement this new product by the end of the quarter?”
One word changes everything.
Instead of a mechanical analysis, the team now considers strategic priorities, risks, and long-term impact. The energy in the room shifts from execution to exploration, from logistics to leadership.
Swapping “Could we?” for “Should we?” can profoundly impact both leaders and their teams. This article explores how this seemingly minor shift in language leads to better decision-making, enhanced engagement, and empowered team members.
Exploring the Nuance
The difference between “Could we?” and “Should we?” lies in focus. “Could we?” is about feasibility — assessing whether something is possible given the available resources. “Should we?” prompts deeper thinking, focusing on broader implications, strategic alignment, and overall value.
From a neuroscience perspective, “Should we?” activates problem-solving centers in the prefrontal cortex while also stimulating the brain’s reward system (dopamine). This type of inquiry invites people into an engaging, meaningful discussion — one that fosters a sense of belonging and empowerment. Conversely, “Could we?” often assumes the “Should we?” conversation has already taken place, leaving little room for deeper exploration.
The Team Perspective: A Question That Empowers
Beyond improving decision-making, asking “Should we?” has profound effects on the team itself. When leaders ask for input in this way, they signal to their teams that their opinions matter. This shift fosters:
A Stronger Sense of Belonging: Being invited into strategic conversations reassures team members that they are valued. It strengthens their connection to the organization, making them feel like integral contributors rather than mere executors of tasks.
Elevated Confidence: When leaders seek their team’s judgment rather than just their ability to execute, individuals feel respected for their insights. This recognition boosts their confidence and encourages them to bring their best thinking to the table.
Greater Engagement: Feeling heard and valued leads to increased motivation. Employees who know their input is taken seriously are more likely to engage deeply in their work, show initiative, and think proactively about challenges and opportunities.
Stronger Team Collaboration: When teams shift from simply answering “Can we?” to debating “Should we?”, collaboration flourishes. Discussions become more dynamic, leading to more creative problem-solving and a richer exchange of ideas.
Recognizing It’s Not All or Nothing
“Could we?” questions still serve an important purpose. They help determine feasibility and ensure the necessary resources exist to execute a plan. However, balancing “Could we?” with “Should we?” creates a more holistic approach to decision-making.
Intentional Language Choice
Developing the habit of using intentional language takes practice. Leaders should be mindful of when to use each type of question:
Use “Could we?” to evaluate operational capacity.
Use “Should we?” to ensure strategic alignment and invite discourse.
Use both to guide the team effectively.
Putting It into Action
How to Integrate “Should We?”
Start Small: Test this shift in one-on-one meetings or small discussions. Observe how responses and energy change.
Model the Behavior: Use “Should we?” in your own decision-making and encourage others to follow suit.
Encourage Openness: Create an environment where team members feel safe sharing honest perspectives.
Balance Both Questions: Use “Could we?” to assess feasibility and “Should we?” to evaluate strategic fit or elicit dialog.
Reflect and Adjust: After implementing this approach, reflect on the outcomes and refine your questioning strategy as needed.
Shifting from “Could we?” to “Should we?” transforms leadership conversations. It enhances decision-making by prioritizing strategy over feasibility. It fosters deeper team engagement and collaboration, empowering individuals to contribute meaningfully. Most importantly, it helps create a more thoughtful, motivated, and strategically aligned team.
Next time you’re in a meeting, pause before asking a question. Swap “Could we?” for “Should we?” — and watch the conversation transform.
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