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The Answer is a Question: The Missing Superpower that Changes Everything and Will Transform Your Impact as a Manager and Leader
The New Approach to Management Being Used in Over Forty Countries “For any leader or manager in business, you need this! It has truly changed the way I think about leadership, for the better!” - Nick Pointe “I have transformed the way I communicate. One of the best investments in career learning that I’ve made. It serves as a daily guide to my success as a manager.” - Fadinding Darboe, London School of Hygiene & Tropical Medicine "At last, a highly accessible read which opens up the benefits of coaching to the entire organisation. This book introduces Operational Coaching™ as a scaleable management methodology. Fascinating cases studies from all sectors as well as a critical tool for pushing up engagement and productivity. A must-read for all C21st managers and leaders." - C McLachlan, Programme Director “STAR® has had a major impact on how I operate as a professional, it has completely changed the way I work, giving me the knowledge and skills to develop on a personal perspective and to develop my team.” - Carl Drinkel, Senior Quality Engineer, Hitachi Rail With ever-increasing workloads, demanding schedules, and growing instability, it’s little wonder that our stress levels are rising whilst employee engagement everywhere is miserably low. The world has changed and impacted how we work, yet our management models have not kept pace; we’re still trying to manage as we always have—by simply taking on more and more. In The Answer Is a Question , multi-award-winning performance consultants Dominic and Laura Ashley-Timms set out a simple approach for rehumanising the practice of management. In a step-by-step walk-through of their ground-breaking STAR® model (used by FTSE and Fortune 500 companies), they’ll show how you can develop a new superpower that’s been proven to work by the London School of Economics and Political Science (LSE) in a major academic study across sixty-two organisations. This book is produced in stunning full colour and provides invaluable insights, examples, and mini-missions that will show you precisely how to make some immediate changes that will yield fast and exciting results and revolutionise how you manage forever. This isn’t another post-pandemic management guide contemplating the nuances of remote work. The Answer is a Question is the distillation of hard-won insights into actionable, measurable steps. The Missing Superpower that Changes Everything and Will Transform Your Impact as a Manager and Leader. __________________________________________________________________________________________________ “I’m really surprised at how powerful these approaches are. I underestimated how much I still had to learn about developing people. I have taken away techniques to help in both my personal life as well as my professional life.” - Jen Booker, HR Manager, Dennis Eagle Ltd “I found the STAR® model really useful. I was never comfortable in managing people, but changing my mindset to see it as a coaching opportunity really opened my eyes and helped me and the business develop.” - Jack Cooledge, Bespoke Drywall Ltd “However well you think you know yourself and however good your management style is this helps you to find areas for improvement. It will help not just you but the people around you to become better empowered” - Helen Freeman, University of Exeter “I gained more confidence in asking powerful questions and engaging employees in different activities. This helped me achieve my own objectives and become more effective as a manager overall.” - Monika Wujciow, Continuous Improvement Manager, AB World Foods
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320 pages, Paperback
Published November 14, 2022
51 people are currently reading
183 people want to read
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August 12, 2025Leadership often changes shape when someone moves from excelling in a personal role to managing others. What once felt like a clear, goal-driven job can suddenly become a chaotic mix of meetings, emails, and unexpected crises, leaving managers doing too much of their team’s work themselves. This shift exposes a core truth: modern leadership is less about having all the answers and more about helping others find their own. Laura Ashley-Timms and Dominic Ashley-Timms, in "The Answer Is a Question", offer a practical, experience-based framework for making that leap - one that acknowledges the messy, unpredictable reality of daily work and equips managers to create stronger, more self-reliant teams.
Many managers fall into the role without a clear, guiding philosophy. They cobble together bits of advice from former bosses, mentors, and occasional training sessions, creating a patchwork style that may function but often lacks coherence. This 'Frankenstein' approach isn’t due to laziness but to the overwhelming demands of today’s workplace, where managers may be leading multiple generations with different expectations, adapting to hybrid work, and staying connected around the clock. This constant pressure has contributed to a global engagement crisis, with most employees feeling disconnected from their work - often because their managers were promoted for technical skill rather than a passion for developing people. Old, command-and-control methods no longer fit this reality. A new approach is required - one that addresses both how managers work with their teams and how they manage themselves.
Many organizations have turned to coaching as the answer, rolling out 'Manager as Coach' programs in hopes of boosting engagement. But while well-meaning, these efforts rarely create lasting change. The problem lies in the mismatch between what’s taught and how managers actually work. Most coaching models were designed for formal, uninterrupted sessions - something far removed from the rapid-fire interruptions of daily management. Without the time to apply what they’ve learned, managers quickly revert to old habits, and the expensive training fails to stick.
The STAR model - Stop, Think, Ask, Result - was created to solve that gap. Rather than forcing managers to fit into a traditional coaching mold, it’s designed for the real pace of leadership, where conversations happen in moments, not hour-long meetings. STAR focuses first on changing a manager’s own habitual responses before shifting to how they engage others. This is crucial: true coaching begins with self-management. The first two steps, Stop and Think, are about breaking the reflex to jump in with solutions and instead creating space to consider whether the situation is an opportunity for the other person to grow.
Stopping requires identifying personal triggers - moments when you’re most likely to react automatically - and rehearsing a pause instead. Mental rehearsal is surprisingly powerful, training the brain to insert a moment of reflection when the trigger appears. Once that pause is in place, shifting into a constructive mental state becomes easier. Adjusting posture, focusing attention, and grounding emotions can prepare a manager to respond thoughtfully rather than reflexively.
The Think step then involves a quick, two-question check: is this a true emergency requiring immediate direction, and could the other person learn by solving it themselves? Almost always, the answers point toward a coaching opportunity. By consciously choosing this path, the manager primes themselves for the external steps of STAR: Ask and Result.
Asking shifts the conversation from telling to genuine inquiry. The goal is not to gather information to solve the problem personally but to prompt the other person to think through the issue themselves. This requires trust in their capability and a commitment to questions that spark insight rather than defensiveness. Replacing 'why' questions, which can feel accusatory, with 'what' questions keeps the discussion constructive. After asking, the manager must listen - truly listen - allowing silence to give space for deeper thought.
Securing a Result ensures the conversation ends with clear, achievable action. The Commitment Scale - a simple one-to-ten question about the person’s readiness to act - helps gauge their confidence. If their commitment isn’t at a ten, asking what would move it higher prompts them to remove their own barriers. This approach gradually builds both their skill and confidence, reducing reliance on the manager over time.
When applied consistently, STAR creates compounding benefits. Managers regain significant time because their teams handle more challenges independently. Research from the London School of Economics shows that leaders using STAR increased time spent coaching by 70% while reducing the time spent doing the work themselves. This freed capacity allows managers to focus on higher-value strategic priorities rather than constant firefighting.
The ripple effect extends beyond the manager–employee relationship. As team members experience the value of good questions, they begin to anticipate them, think more critically, and approach issues with proposed solutions rather than problems. They also start using the same questioning style with each other, creating a culture of shared problem-solving. When multiple leaders adopt this approach, organizational culture shifts from top-down control to collaborative, inquiry-driven progress.
This cultural shift has tangible business impact. Organizations embracing STAR have seen improved retention, stronger performance, and exceptional returns on investment - up to 74 times the cost of the training. The transformation lies in redefining the role of a manager: no longer the fixer with all the answers, but the catalyst who helps others unlock their own.
Ultimately, "The Answer Is a Question" argues that the most effective modern leadership begins with the discipline to pause, reflect, and guide others through questions rather than directives. STAR’s strength lies in its simplicity and adaptability - it works in seconds, in the middle of a hectic day, without requiring special meetings or elaborate preparation. By using it, managers can reclaim time, build stronger teams, and foster a workplace where problem-solving and innovation thrive naturally. The process starts internally but quickly spreads, changing how people work together and what they’re capable of achieving.
In conclusion, the book offers both a mindset and a method for navigating the challenges of leadership today. It recognizes that managers must first learn to manage themselves before they can effectively develop others. The STAR framework is not just a tool - it’s a shift in identity, moving from answer-giver to question-asker. By practicing this consistently, leaders can transform their own workload, strengthen their teams, and help create an organizational culture that’s better equipped to meet the demands of a fast-changing world.
Many managers fall into the role without a clear, guiding philosophy. They cobble together bits of advice from former bosses, mentors, and occasional training sessions, creating a patchwork style that may function but often lacks coherence. This 'Frankenstein' approach isn’t due to laziness but to the overwhelming demands of today’s workplace, where managers may be leading multiple generations with different expectations, adapting to hybrid work, and staying connected around the clock. This constant pressure has contributed to a global engagement crisis, with most employees feeling disconnected from their work - often because their managers were promoted for technical skill rather than a passion for developing people. Old, command-and-control methods no longer fit this reality. A new approach is required - one that addresses both how managers work with their teams and how they manage themselves.
Many organizations have turned to coaching as the answer, rolling out 'Manager as Coach' programs in hopes of boosting engagement. But while well-meaning, these efforts rarely create lasting change. The problem lies in the mismatch between what’s taught and how managers actually work. Most coaching models were designed for formal, uninterrupted sessions - something far removed from the rapid-fire interruptions of daily management. Without the time to apply what they’ve learned, managers quickly revert to old habits, and the expensive training fails to stick.
The STAR model - Stop, Think, Ask, Result - was created to solve that gap. Rather than forcing managers to fit into a traditional coaching mold, it’s designed for the real pace of leadership, where conversations happen in moments, not hour-long meetings. STAR focuses first on changing a manager’s own habitual responses before shifting to how they engage others. This is crucial: true coaching begins with self-management. The first two steps, Stop and Think, are about breaking the reflex to jump in with solutions and instead creating space to consider whether the situation is an opportunity for the other person to grow.
Stopping requires identifying personal triggers - moments when you’re most likely to react automatically - and rehearsing a pause instead. Mental rehearsal is surprisingly powerful, training the brain to insert a moment of reflection when the trigger appears. Once that pause is in place, shifting into a constructive mental state becomes easier. Adjusting posture, focusing attention, and grounding emotions can prepare a manager to respond thoughtfully rather than reflexively.
The Think step then involves a quick, two-question check: is this a true emergency requiring immediate direction, and could the other person learn by solving it themselves? Almost always, the answers point toward a coaching opportunity. By consciously choosing this path, the manager primes themselves for the external steps of STAR: Ask and Result.
Asking shifts the conversation from telling to genuine inquiry. The goal is not to gather information to solve the problem personally but to prompt the other person to think through the issue themselves. This requires trust in their capability and a commitment to questions that spark insight rather than defensiveness. Replacing 'why' questions, which can feel accusatory, with 'what' questions keeps the discussion constructive. After asking, the manager must listen - truly listen - allowing silence to give space for deeper thought.
Securing a Result ensures the conversation ends with clear, achievable action. The Commitment Scale - a simple one-to-ten question about the person’s readiness to act - helps gauge their confidence. If their commitment isn’t at a ten, asking what would move it higher prompts them to remove their own barriers. This approach gradually builds both their skill and confidence, reducing reliance on the manager over time.
When applied consistently, STAR creates compounding benefits. Managers regain significant time because their teams handle more challenges independently. Research from the London School of Economics shows that leaders using STAR increased time spent coaching by 70% while reducing the time spent doing the work themselves. This freed capacity allows managers to focus on higher-value strategic priorities rather than constant firefighting.
The ripple effect extends beyond the manager–employee relationship. As team members experience the value of good questions, they begin to anticipate them, think more critically, and approach issues with proposed solutions rather than problems. They also start using the same questioning style with each other, creating a culture of shared problem-solving. When multiple leaders adopt this approach, organizational culture shifts from top-down control to collaborative, inquiry-driven progress.
This cultural shift has tangible business impact. Organizations embracing STAR have seen improved retention, stronger performance, and exceptional returns on investment - up to 74 times the cost of the training. The transformation lies in redefining the role of a manager: no longer the fixer with all the answers, but the catalyst who helps others unlock their own.
Ultimately, "The Answer Is a Question" argues that the most effective modern leadership begins with the discipline to pause, reflect, and guide others through questions rather than directives. STAR’s strength lies in its simplicity and adaptability - it works in seconds, in the middle of a hectic day, without requiring special meetings or elaborate preparation. By using it, managers can reclaim time, build stronger teams, and foster a workplace where problem-solving and innovation thrive naturally. The process starts internally but quickly spreads, changing how people work together and what they’re capable of achieving.
In conclusion, the book offers both a mindset and a method for navigating the challenges of leadership today. It recognizes that managers must first learn to manage themselves before they can effectively develop others. The STAR framework is not just a tool - it’s a shift in identity, moving from answer-giver to question-asker. By practicing this consistently, leaders can transform their own workload, strengthen their teams, and help create an organizational culture that’s better equipped to meet the demands of a fast-changing world.
November 3, 2022
Since being introduced to this book and the STAR model, I have made noticeably impactful changes to my way of not just leading, but the way I contribute as a team member.
This book is an invaluable tool that can be taken with you through both your personal and working life and one in which you can draw upon repeatedly.
This book is an invaluable tool that can be taken with you through both your personal and working life and one in which you can draw upon repeatedly.
June 6, 2023
⭐️⭐️⭐️⭐️⭐️
If you only read one book on management/leadership this year, make it The Answer is a Question.
This book highlights the authors’ STAR Method. STAR stands for Situation Task Action and Result. The STAR method is used frequently in interviewing and my current place of employment held a training on it a few months ago. However, I never thought about how I could use STAR as a manager outside of interviewing.
The real strength of the STAR method is its ability to strengthen communication between teams and to build and shape team members into leaders. It encourages managers to practice active listening and to ask more meaningful questions.
As a manager, one area I often struggle with is the urge to solve my team’s problems with a quick answer or solution. However, when I fix everything for my team, I rob them of a learning experience and/or a coachable moment. Also, I don’t know everything. Most things in life are rarely black or white - they are gray. There’s more than one way to do something. By asking questions, you as a manager can encourage your team to be more proactive and creative problem solvers and you can also encourage your team to share their thoughts and ideas. In doing so, you invite in a world of opportunity and fresh new perspectives on the issues at hand.
Every manager should read The Answer is a Question. I’m excited to apply what I’ve learned to my team and to ask them better and more thought-provoking questions and in turn, create more coachable moments and an overall stronger team.
If you only read one book on management/leadership this year, make it The Answer is a Question.
This book highlights the authors’ STAR Method. STAR stands for Situation Task Action and Result. The STAR method is used frequently in interviewing and my current place of employment held a training on it a few months ago. However, I never thought about how I could use STAR as a manager outside of interviewing.
The real strength of the STAR method is its ability to strengthen communication between teams and to build and shape team members into leaders. It encourages managers to practice active listening and to ask more meaningful questions.
As a manager, one area I often struggle with is the urge to solve my team’s problems with a quick answer or solution. However, when I fix everything for my team, I rob them of a learning experience and/or a coachable moment. Also, I don’t know everything. Most things in life are rarely black or white - they are gray. There’s more than one way to do something. By asking questions, you as a manager can encourage your team to be more proactive and creative problem solvers and you can also encourage your team to share their thoughts and ideas. In doing so, you invite in a world of opportunity and fresh new perspectives on the issues at hand.
Every manager should read The Answer is a Question. I’m excited to apply what I’ve learned to my team and to ask them better and more thought-provoking questions and in turn, create more coachable moments and an overall stronger team.
July 5, 2023
As a new manager, I was recommended this book by my director and on first impressions - I’m really impressed with the print quality. Non-fiction books rarely receive the design efforts of fiction– so it was a welcomed surprise that it feels and looks as good as it reads.
Content-wise, it’s a high-quality publication with insightful analysis, engaging activities, and colourful visuals. Durable binding, writable pages…certainly a valuable addition to both bookshelf and desk.
'The Answer is a Question' is a valuable resource for personal development and managers in the workplace. By encouraging readers to ask the right questions and take responsibility for their growth, this book can help managers foster a culture of self-discovery and accountability amongst their team members.
Laura and Dominic’s STAR model is logical, definitive, and user friendly, it’s clear that by encouraging your team members to ask questions and challenge the status quo, you can create a more innovative and collaborative work environment.
‘TAIAQ’ should be on the desk and in the hands of all managers wanting to inspire personal and team behavioural changes. It also looks rather nice on the bookshelf post-study. I’ll certainly be recommending to those within the office.
Content-wise, it’s a high-quality publication with insightful analysis, engaging activities, and colourful visuals. Durable binding, writable pages…certainly a valuable addition to both bookshelf and desk.
'The Answer is a Question' is a valuable resource for personal development and managers in the workplace. By encouraging readers to ask the right questions and take responsibility for their growth, this book can help managers foster a culture of self-discovery and accountability amongst their team members.
Laura and Dominic’s STAR model is logical, definitive, and user friendly, it’s clear that by encouraging your team members to ask questions and challenge the status quo, you can create a more innovative and collaborative work environment.
‘TAIAQ’ should be on the desk and in the hands of all managers wanting to inspire personal and team behavioural changes. It also looks rather nice on the bookshelf post-study. I’ll certainly be recommending to those within the office.
November 3, 2022
The STAR® Model is a very powerful tool that allows you to rethink your usual way of approaching conversations with your team members and coworkers (and also with family and friends!).
It challenges you to really listen to what the other person is telling you, or trying to tell you, so that you can consciously provoke some great insights by using an enquiry led approach - don’t tell people what to do but help them getting to their own conclusion.
I think this is a book worth to add to everybody’s personal collection, especially for those that are always up to the challenge and embraces changes.
It challenges you to really listen to what the other person is telling you, or trying to tell you, so that you can consciously provoke some great insights by using an enquiry led approach - don’t tell people what to do but help them getting to their own conclusion.
I think this is a book worth to add to everybody’s personal collection, especially for those that are always up to the challenge and embraces changes.
July 29, 2023
This is definitely a book that requires time to read and challenge yourself with some personal reflections and auto-criticism. None the less it promotes this new method called STAR (stop, think, ask and result) which is interesting and for sure helpful. It will for sure require practice and commitment but it does work. It also approaches this concept thru the belief that a continuos coaching method works better toward obtaining change and engagement in the long run. I think overall, the book could have been written in a more approachable way and I did not find it very comfortable to read. But without a doubt a great book with a great theory: THE ANSWER IS A QUESTION.
August 12, 2025
Really interesting book about comunication - if you lead a team and if you want to gain better outcomes, this is the right book for you.
"The STAR framework – Stop, Think, Ask, Result – transforms everyday management chaos into a powerful system for developing your team. By pausing your automatic responses and shifting from telling to asking, you create space for others to solve their own problems. This simple change has profound effects: managers who use this approach gain back 70 percent more time for strategic work while their teams become more capable and engaged."
"The STAR framework – Stop, Think, Ask, Result – transforms everyday management chaos into a powerful system for developing your team. By pausing your automatic responses and shifting from telling to asking, you create space for others to solve their own problems. This simple change has profound effects: managers who use this approach gain back 70 percent more time for strategic work while their teams become more capable and engaged."
November 3, 2022
A truly interesting and inspiring insight into the workplace culture and interpersonal relationships. The books guides you through some of the most common pitfalls of our daily communication, providing you with tools and questions to help navigate those situations. The biggest takeway from the STAR® model is definitely the increased self-awareness which leads to better outcomes in every aspect of life.
November 3, 2022
This book is an essential resource! After recently being introduced to the STAR® model, I have been able to explore and apply a new way of thinking. It has helped open my mind to new behaviours and has introduced me to a thought provoking tool, that has become valuable in my everyday personal and working life to efficiently navigate situations and outcomes.
November 3, 2022
This book has helped me change my behaviour both at work and in my personal life. Since becoming familiar with the tools described in this book I have noticed a change in my behaviour and have received positive feedback about the way I interact with people around me. I will be coming back to this book again and definitely recommend reading it to everyone.
February 27, 2024
Good book to implement awareness. And being present in areas of business and team management. A lot of yapping on the 2nd half but doesn’t hurt to read the first half. Overall kinda mid
September 22, 2024
A good refresher for trained coaches. Good principles of coaching refresher and worth a skim. Great for newer, younger managers.
Displaying 1 - 12 of 12 reviews