A Question of Employee Engagement
By Margie Zohn
“If money were no object, what would you be doing with your life right now?”
That was the question a CEO once used to open a team meeting—at my suggestion.
I’d been invited to observe his leadership team at a small advertising firm. Their meetings, I was told, had grown flat—unproductive, uninspired, and frankly, a little soul-crushing. The CEO agreed to try something different to re-energize the group.
Hearing that question, I saw the team physically shift in their seats. One person nervously asked, “You really want to know?”
With a grin, the CEO replied, “No. Lie to me.”
The room laughed—uneasy at first, then curious. One by one, they answered.
“I’d get my teaching certificate and teach second grade.”
“I’d take a year off to travel and explore my family’s history.”
“I’d record a CD of my own music.”
“I’d go back to school for environmental science.”
“I’d work for Save the Children.”
Out of everyone in the room, only one person said they’d still be doing the same job—the CEO himself.
“Well,” he said, “I’d keep doing this, but fewer hours. My son’s eleven. I figure I’ve got only a few more years where he still likes me.”
Laughter again—but this time it was warm, genuine, connected.
In less than ten minutes, the atmosphere in the room completely shifted. People relaxed. They listened. They saw one another differently. And when the meeting got underway, the energy was entirely different—focused, collaborative, alive.
Engagement Is Personal
The question wasn’t about fantasy careers or disloyalty—it was about authenticity.
When leaders invite people to bring more of their real selves into the room, engagement follows naturally. The research on this is clear: people are far more committed when they feel valued, trusted, and understood. But connection can’t be forced—it has to be evoked.
And sometimes, all it takes is the right question.
Why It Works
A well-crafted question disrupts autopilot. It asks people to pause, reflect, and reveal something meaningful—something human. That small act opens space for empathy, curiosity, and genuine engagement.
In this case, the CEO didn’t just ask a provocative question. He modeled vulnerability. He signaled that this meeting—and this team—were about more than metrics. They were about meaning.
Try This
At your next meeting, skip the standard “how’s everyone doing?” Instead, ask a question that matters—something that helps people connect with their purpose.
Because one good question can do more for engagement than a dozen motivational emails.
So, what’s your question?