Ask "And what else?"
The first answer is rarely the most important one — "And what else?" pulls out the one that actually matters.
Why it works
The first thing someone says is usually the most available answer, not the deepest one. "And what else?" (AWE) creates a second and third round of processing: the person has to reach past the obvious and often arrives at something more surprising or more accurate. It is also a signal of genuine curiosity — that you want their full thinking, not just enough to start advising. Repeated use conditions the other person to keep exploring rather than waiting for your response.
How to do it
- After any substantive answer, ask "And what else?" — at least once, usually twice.
- Deliver it with genuine curiosity, not rote repetition — the tone matters as much as the words.
- Stop asking when the person signals they’ve said everything: "I think that’s it" is a real answer.
- Do not use "And what else?" after every single sentence — selective use is more powerful than mechanical use.
Evidence
Probing questions that invite elaboration consistently produce richer, more accurate, and more complete responses in interview and elicitation research. "And what else?" is a minimal-content probe that accomplishes this without imposing a frame. (mechanistic)
Elaboration probe research is from interview and research methodology contexts; the coaching application is a practitioner inference. Overuse produces irritation, which limits efficacy.
Common mistake
Using "And what else?" so frequently that it becomes a tic — people start treating it as a gap-filler rather than a genuine invitation, and the probe loses its pull.
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More practices for The Coaching Habit: Seven Questions to Be More Coach-Like
- Open with "What’s on your mind?"
The best opening question is also the most open — it invites exactly what the person most needs to talk about.
- Ask "What’s the real challenge here for you?"
The presenting problem is rarely the actual problem — this question cuts through to what really matters.
- Ask "What do you want?"
People often know what they want but haven’t said it — asking directly surfaces it and shifts from complaint to intention.
- Ask "How can I help?" instead of assuming
Telling people how you’ll help before finding out what kind of help they want is one of the most common management errors.
- Ask "If you’re saying yes to this, what are you saying no to?"
Every yes is a yes-at-the-expense-of-something — making the trade-off explicit is the most useful thing a coach can do.
- Close with "What was most useful for you?"
The closing question turns the conversation into a learning that sticks — and teaches you what is actually valuable.
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