Latest news with #questions
Yahoo
5 days ago
- General
- Yahoo
Relationship Compatibility Questions to Check in With Your Partner
Whether it's a new relationship or one you've been in for a while, you may be wondering just how compatible the two of you really are. Of course, there are always context clues (you laugh at the same things, you're both morning people...), but how about on a deeper level? These relationship compatibility questions can help you determine how compatible you are and give you some insight into how deep your relationship can get. You can always take a relationship compatibility test, but we've found that old-fashioned conversation is a great way to explore the depth of your connection with your partner. So print the printable below, sit down with your partner, and ask each other these questions. Your answers will tell you a lot about your compatibility. To download this printable, click on it and then click the print or download icon. If you need help, please see this guide. PDF_1733239710538| Once you've gone through the printable compatibility questions, it's a good idea to clarify and delve deeper into your partner's responses. To do so, try asking: Do you typically like to have your days scheduled, or are there moments when you prefer to go with the flow? What do you like doing when it's gloomy outside? What's your favorite part of being in a committed relationship? What are signs that a relationship is not healthy? What's your typical communication style? Where do you see yourself in 10 years? What would be the best and worst part about being stuck on a deserted island? What do you like to do to unwind after a stressful work day? Do you typically feel comfortable talking about sex with your partner? What does your ideal vacation look like? What's your favorite movie snack or treat? What are your thoughts on religion in general? Was this influenced by your family? Do you identify as more introverted or extroverted? How important is it for your partner to get along with and spend time with your friends? Do you enjoy going to parties? Who do you typically hang out with? Do you think people who have a lot in common get along better? Related: Relationship compatibility questions won't tell you for sure if you have found your soulmate. The only way for you to know is to spend time with your love interest and see how the relationship evolves. You can use compatibility questions to help you conclude if someone is worth pursuing but don't rely on it to decide if you should end a relationship. Just have fun getting to know your future or current love interest! Solve the daily Crossword
Forbes
03-08-2025
- General
- Forbes
What The Opinions-To-Questions Ratio Says About Your Culture
You can learn a lot about a team or your organization's culture by what gets said. You learn more by noticing what doesn't get asked. Most meetings are filled with strong views. People speak with clarity. Strategies get endorsed. Risks are raised. But listen closely and you'll notice what's missing: questions. Not the procedural kind—real ones. The kind that pause momentum just long enough to ask if we're solving the right thing. The opinions to questions ratio isn't a data point. It's a cultural tell. It shows how often a group reinforces what it already believes versus how often it opens space to test, stretch or reconsider. You don't need to count. Most people can feel when it's off. The mood gets heavier. Someone finally asks a question, and the silence that follows is louder than any answer. Or you see the opposite—questions asked out of habit, met with polite nods or a quick pivot. The real decisions have already been made. In those moments, what's said isn't the problem. It's what the room no longer believes it's safe or useful to say. Picture a leadership team planning a product relaunch. Marketing wants speed. Operations flags delays. Finance recalculates margin. Everyone contributes. No one asks whether the customer base has shifted. The team moves forward not because the plan is right but because no one slows it down. Or imagine a hospital team reviewing patient satisfaction. A dozen voices offer explanations. A few suggest surface fixes. But no one asks: did we actually speak with any patients? Are we solving the symptom or the cause? The meeting ends. The issue stays in the system. When a group starts skipping questions, it's rarely about time. It's about what the culture has trained people to value. What the Ratio Actually Reveals Plenty of leadership models encourage feedback, dissent or constructive tension. But those are behaviors. The ratio tells you something deeper—what kind of space the group creates for those behaviors to show up. It signals whether curiosity is welcomed. Whether challenge is useful or inconvenient. Whether disagreement means someone cares, or someone's causing trouble. Some opinions are earned. Others are recycled. Some are offered because silence is harder. Some are shaped by what worked before. Many sound useful but are just familiar phrasing dressed up to feel original. That's where this ratio becomes more than a clever metaphor. It doesn't just measure who's speaking. It reflects what the environment allows. A thoughtful question usually takes more risk than a quick agreement. And in many cultures, risk has a cost. Ratio Drift: The Cultural Slow Fade Most teams don't go from open to closed overnight. They drift. The ratio slips over time. People test the waters less. Questions get softer. Eventually they disappear. You don't spot the shift on a dashboard. You hear it in the sameness of conversation. You feel it in meetings that move fast but leave little time to ask what's missing. According to Gallup, globally, one in four employees strongly agree their opinions count at work. When people feel they've had a chance to give honest feedback, they're more than six times as likely to feel comfortable with organizational change. And that confidence has everything to do with whether inquiry is real or just performative. This isn't just about senior teams. You'll see it in all-hands meetings, team check-ins, even hallway chats. The ratio shows up wherever decisions get made and conversations are allowed to drift unchecked. Three Scenarios That Signal Drift You don't need a formula. You just need to notice what the environment tolerates. A strategic plan gets presented. Everyone contributes. Voices align. No one interrupts. No one asks: What assumptions are we carrying forward? What it reveals: Clarity is being performed. Disagreement is being avoided. What leaders can do: Introduce friction early. Ask someone outside the team to test the case. Invite contradiction not as a threat, but as a stress test. A junior staffer asks how the change affects frontline teams. There's an awkward pause. The question is skipped. The group returns to revenue models. What it reveals: Relevance is filtered by hierarchy. Voice depends on rank. What leaders can do: Acknowledge the question. Re-center the dialogue. Ask, 'Who else sees a gap here?' Let reflection be part of the rhythm, not the detour. A leader ends a presentation with 'Any questions?' but the room hears, 'We're done.' The ask is hollow. Silence follows. Everyone moves on. What it reveals: Inquiry is cosmetic. So is listening. Engagement is staged. Nothing new is expected or welcomed. What leaders can do: Shift the script. Don't end with questions. Begin with them. Make it clear that feedback shapes direction, not just decorates it. Why This Will Get Harder with AI As AI gets embedded into every process, organizations are going to generate opinions faster than ever. Smart-sounding outputs. Summaries that feel insightful. Recommendations that seem right—because they were right once. But just like prompts shape the quality of an AI's output, questions shape the quality of a team's thinking. The risk isn't just bad answers. It's the illusion of accuracy. Recycled logic repackaged as fresh insight. An opinion loop built on old inputs and unexamined bias. You can't outsource discernment. That's still the leader's job. The Real Role of Leadership The meeting doesn't need more commentary. It needs someone willing to slow the momentum and ask, 'Are we still focused on what matters?' That's the voice people pay attention to. The opinions to questions ratio doesn't live in a spreadsheet. It lives in tone, in habit, in what people feel permission to say. It's a signal of whether a culture wants to think—or just agree. Good culture isn't just built by the values you print. It's shaped by what you pause to ask.
Yahoo
31-07-2025
- Entertainment
- Yahoo
What if Conor McGregor never fought Floyd Mayweather Jr.?
Ariel and the Boys in the Back kick off the show by answering your On the Nose questions.
Fast Company
23-07-2025
- Business
- Fast Company
Why you need to ask the right questions to get the right results
Many leaders believe in the value of asking questions, but asking the right questions is still an underused and underappreciated leadership tool. The wrong questions can lead to misleading answers and wasted effort. 'The bottom line is: If you're asking the wrong question, the right answer doesn't help,' says Patrick Esposito, president and cofounder of ACME General Corp. 'A lot of people look to the power of analytics or AI, thinking that if they can get a bunch of data, they can make sense of it. But the reality is that asking more questions and gathering more data doesn't necessarily provide you with better results. It doesn't help you make the right decisions for your business, for your team, or for your customers.' Bombarding customers with questions to collect meaningful feedback can also be counterproductive. Surveys range from too generic ('How was your service today on a scale from one to 10?') to excessively detailed ('Please answer these 50 questions to let us know how we're doing'). Neither extreme leads to data with real business value. Working to bridge the gap between public-sector organizations and emerging tech companies, Esposito and his team have developed four strategies to help clients understand how to ask the right questions to advance their goals. Subscribe to the Daily newsletter. Fast Company's trending stories delivered to you every day Privacy Policy | Fast Company Newsletters 1. START WITH WHY Simon Sinek's classic leadership book Start With Why applies to lessons that go beyond organizational mission. It helps uncover the true reasons behind your questions. Ask yourself: Why am I asking this question? What is it I want to achieve? Am I just asking a question because I want to validate that what I'm doing is right? Or do I really want to get an answer that tells me what I could do better? 'One of the pillars in our team's work is assessment,' says Esposito. 'The first step of making any change in an organization to improve is assessing what's working, what's not, and what to change. This requires structured, thoughtful questioning. I always tell our clients: If you start by asking customers to tell you about the problem and get their ideas on how to solve that problem, you're going to end up with better outcomes for you, your customers, and your employees. If you're not solving your customers' problems, you're not going to have customers for very long.' 2. ASK CUSTOMERS AND EMPLOYEES THE RIGHT QUESTIONS Companies frequently rely on customer surveys to shape their decision-making process. This feedback is valuable, but so is input from employees. 'I'm a firm believer that you have to get that ground truth from customers,' says Esposito. 'However, I will also say that surveying your team around what they are seeing, what they are hearing, and what they are feeling is just as important. A customer may or may not take the time to fill out a survey, but your team is more invested in the outcome. Follow Clayton Christensen's advice to focus on the outcome.' Learn to solicit the opinions of both internal and external stakeholders. Simple questions can lead to big process improvements. For customers, avoid feature-based questions, such as 'What do you want?' A better question would be 'What could we do better?' or 'What were you trying to do when this didn't work?' Frontline employees know where the problems are—but they will only speak up if they trust you. Build psychological safety first, then think about incentives to gain insights. A powerful prompt is 'What's one small thing that gets in the way of you doing your job?' advertisement 3. UNDERSTAND THE DANGERS OF POORLY ASKED QUESTIONS Common mistakes around gathering feedback include asking vague or leading questions, only paying attention during a crisis, and ignoring feedback. The stakes are high; when people stop telling the truth, trust erodes. 'Ask questions that align with what you are attempting to do,' says Esposito. 'Tailor questions to the input you're seeking for improving either your internal functioning as a business or your external delivery of products or services. Focus on where you think you need the input, and be specific. That doesn't mean the questions that you ask this quarter have to be the same questions you ask next quarter. They can evolve with your objectives.' 4. BUILD FEEDBACK INTO YOUR STRUCTURE Great companies make feedback routine, not occasional. Employee one-on-ones, customer interviews, project postmortems, and 'stop/start/continue' frameworks should be integrated into organizational systems. Give customers a place where they can provide feedback any time they choose—and collect that data in a way that it can be used across the organization. Let go of the idea that team feedback is only collected in annual employee reviews. Schedule regular conversations with every team member to normalize and optimize continuous improvement and systemic change. 'As Peter Drucker said, 'The most serious mistakes are not being made as a result of wrong answers. The truly dangerous thing is asking the wrong questions,'' says Esposito. 'The right questions lead to better decisions, more trust, and faster evolution. Asking strategically—and acting on responses—is core to building a structure for success.'
Daily Mail
06-07-2025
- General
- Daily Mail
Yes, the sex may be good right now. But these six magic questions determine if a couple is REALLY compatible in the bedroom... long after the honeymoon phase is over
A master matchmaker has listed the crucial questions every woman should ask to determine if they are sexually compatible with a man. Louanne Ward, a certified relationship expert with two decades of experience, says it's important to dive deep and ask the hard questions early on to establish a solid foundation as the connection deepens.
