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How to Phrase Your Questions When You Need Honest AnswersHarvard Business Review LogoHarvard Business Review LogoInterpersonal skills|How to Phrase Your Questions When You Need Honest AnswersSubscribeSign InLatestMagazineTopicsPodcastsStoreThe Big IdeaData & VisualsCase SelectionsHBR ExecutiveSearch hbr.orgCLEARSubscribeLatestPodcastsThe MagazineStoreWebinarsNewslettersAll TopicsThe Big IdeaData & VisualsCase SelectionsHBR ExecutiveMy LibraryAccount SettingsSign InExplore HBRLatestThe MagazinePodcastsStoreWebinarsNewslettersPopular TopicsManaging YourselfLeadershipStrategyManaging TeamsGenderInnovationWork-life BalanceAll TopicsFor SubscribersThe Big IdeaData & VisualsCase SelectionsHBR ExecutiveSubscribeMy AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesSign InHarvard Business Review LogoInterpersonal skillsHow to Phrase Your Questions When You Need Honest Answers by and June 6, 2025MirageC/Getty ImagesPostPostShareSaveBuy CopiesPrintSummary. Leer en españolLer em portuguêsPostPostShareSaveBuy CopiesPrintOftentimes at work, we encounter situations that require us to uncover the truth. Your manager may not want to tell you that you don’t have a chance at a promotion this year because they fear they’d . Or your team member may tell a self-serving lie to avoid getting blamed for a delay on a project. In a serious instance of employee misconduct or when things go terribly awry on a project, you may need to gather truthful information and compile evidence to make a decision or find a way forward. Simply asking, “How did you miss that critical piece of information?” or “Why didn’t I get promoted?” aren’t enough.Jeremy A. Yip is an assistant professor of management at Georgetown University’s McDonough School of Business. His research expertise focuses on emotion, communication, ethics, imposter syndrome, and negotiation.Maurice Schweitzer is the Cecilia Yen Koo Professor at the Wharton School and the coauthor of Friend and Foe: When to Cooperate, When to Compete, and How to Succeed at Both (Crown Currency). His research interests include negotiations, emotions, and deception.PostPostShareSaveBuy CopiesPrintRead more on or related topics and Partner CenterStart my subscription!Explore HBRThe LatestAll TopicsMagazine ArchiveThe Big IdeaCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesAccount FAQHelp CenterContact Customer ServiceExplore HBRThe LatestAll TopicsMagazine ArchiveThe Big IdeaCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesAccount FAQHelp CenterContact Customer ServiceFollow HBRFacebookX Corp.LinkedInInstagramYour NewsreaderHarvard Business Review LogoAbout UsCareersPrivacy PolicyCookie PolicyCopyright InformationTrademark PolicyTerms of UseHarvard Business Publishing:Higher EducationCorporate LearningHarvard Business ReviewHarvard Business SchoolCopyright ©2025 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School., The greeting should be courteous, addressing the recipient by name. The introduction should briefly outline the issue at hand, establishing context. The main body should detail the assistance required, including any specific questions or actions needed. Attachments or relevant documents may be included to provide further clarity., In a serious instance of employee misconduct or when things go terribly awry on a project, you may need to gather truthful information and compile evidence to make a decision or find a way forward..
responding to the open-ended questions. These performance ratings are used for three purposes in this paper: (1) as a control variable when estimating the main effect of treatment, (2) as a validation of the algorithm’s output (we measure the direct effect of performance on concreteness), and (3) as a benchmark, A Java-based UNIX password cracker that uses dictionary attacks with layered mangling rules to recover encrypted passwords from /etc/passwd-style files. - Password_Cracker/dict.txt at main · Juin28/Password_Cracker, You signed in with another tab or window. Reload to refresh your session. You signed out in another tab or window. Reload to refresh your session. You switched accounts on another tab or window., , , .