A tool to really begin to lead with conscious awareness is to live in the question. 

The ability to ask infinite questions with awareness is one of conscious chief executives’ most important tools.

“If I had an hour to solve a problem, and my life depended on the solution, I would spend the first fifty-five minutes determining the proper question to ask, for once I knew the proper question, I could solve the problem in less than five minutes. Many people are looking for answers and not asking the wisest questions.” ……. Albert Einstein 

By being the question, you will be able to be totally present, able to function in the simultaneity of past, present and future and thus not be influenced unconsciously by past events or future concerns.  

Powerful Questions That Every Strategically Aware CEO Must Ask

Governance Questions

• How can the chair and the chief executive work together productively?
• How can we improve attendance in meeting?
• Should staff attend board meetings?
• Should we rely on Robert's Rules of Order when running our board  meetings?
• What are the key financial questions our board should ask?
• What decisions can the chair of the board make alone?
• What questions should we ask our potential board members?
• What should I do if I don't agree with a board decision?
• There is a small NGO who has recently employed and appointed the  President of the Board in the role of Admin Officer for the  organization. Is this “normal” practice, and what about conflict of  interest/governance issues?
• The current President is resigning before the AGM. There is  strong dissatisfaction within our Committee of Management with one of  the Vice Presidents, so they would prefer not to automatically ask one  of the VP’s to take over as Acting President as they are sure this  person will assume the role by “strongly encouraging” the other two not  to assume the role. How would this situation best be handled for an  equitable outcome?

Strategic Questions

• How do I know that our strategic plan is actually strategic, and not  just more of what we did last time (and didn't complete)?
• Should we involve the Board in strategic planning, and how?
• Who should be involved in the planning of the strategic plan?
• How do I respond to staff who complain that they can't do their  existing job and implement the strategic plan?

Risk Questions

• What is the Boards role in Risk Management?
• How do I know the staff are managing risk?
• How do I turn risk to strategic advantage?
• What do I do when my organization views risk as a pain in the  neck?
• The Board have told me to get a risk management plan. How do I  start, and how can I make it easy yet robust?

Tough Situations Questions

• Handling a Difficult Board Member
• Removing an anticonscious Board Member
• How do you control emotions in the middle of a conflict?
• How do I let a staff member go (sacking is such an ugly word),  whilst minimising the angst and trauma normally associated with this?
• How do I deal with a staff member who goes behind my back?