Are you asking the right question?

HBO’s True Detective: Night Country (Season 4) features Jodie Foster as Chief Liz Danvers who is constantly urging her team to “ask the right question.” Every time she pushed her team to ask the right question, they were able to find answers to existing mysteries. This seemingly simple yet profound approach unlocked the mystery at hand, leading to clarity, focus, and breakthrough moments. 

It makes me think how in corporate communications, too, asking the right question can be the difference between a scattered, ineffective response and a well-crafted, strategic message that resonates with stakeholders.

Corporate communicators juggle multiple responsibilities—crafting narratives, managing crises, engaging with media, and ensuring brand alignment. Often, they are handed assignments without context or are expected to execute tasks without questioning their intent. The key to excelling in this role lies in not just following instructions, but in stepping back to ask the right question.

How often are you asked by the business leader to prepare a press release for an upcoming product launch? I remember facing this situation multiple times. Once it was for a new product launch that was patented and hence, carried a huge risk of being in the media glare for its high pricing. 

The right question: “What do we want to achieve with this announcement?”, had the team explore whether a press release was truly the best option or if an internal announcement, social media campaign, or thought leadership article would be more effective. We also debated on crisis scenarios and the option whether the launch required an exclusive media briefing instead of a generic release that gets lost in inboxes.

Then there was a time when it felt we needed to rewrite the company’s sustainability message, as the leadership felt the existing version lacked impact. Our team began with the low hanging fruit first – that of immediately adjusting the language, only to later realise that the revised version still did not resonate with the audience. It was assumed that only surface-level changes were needed, without evaluating the narrative’s core purpose.

The right question: “Does this narrative align with our strategic objectives and audience expectations?” opened up a channel of debate across business units. Together, we not just refined, but repositioned for greater impact. If a corporate story lacks authenticity or fails to address stakeholder concerns, no amount of wordsmithing will fix it. The right question ensured the narrative was compelling, relevant, and aligned with the company’s larger vision.

A common pain point across all the jobs I have held, was getting the audience to participate in town halls. Oh, they would come but often, no questions were asked. We started asking the management as to “What experience do we want attendees to take away from this event?”, and then worked backwards towards delivering the right content and messaging during the town hall. 

This shift in questioning allowed us to craft an event that was not just well-attended but impactful. It lead to considerations about engagement, key messages, and post-event impact. We also tweaked the town hall to included a thought-provoking panel discussion, which proved to be more valuable than a standard keynote speech from the CEO and other business leaders.

Internal communications is always about asking the right questions and framing a narrative that makes employees feel involved, valued, and motivated through that communication.

Asking the right question does more than just improve communications—it changes the way communicators think, strategise, and add value to their organisations. Instead of merely executing tasks, they become trusted advisors who shape narratives, influence decisions, and build stronger relationships with stakeholders.

In True Detective, Danvers uses the power of inquiry to cut through noise and uncover the truth. Likewise, corporate communicators who master the art of asking the right question will find themselves better equipped to craft impactful messages, drive engagement, and navigate the complexities of corporate storytelling. Because, at the end of the day, clarity comes not just from having the answers, but from knowing what to ask in the first place.

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Sarita Bahl

Sarita Bahl is an alumnus of Tata Institute of Social Sciences and the Swedish Institute of Management Program. An experienced and versatile leader, she comes with nearly four decades of professional experience. She has over the years successfully overseen the communications and public affairs function and led the corporate social responsibility strategy for Bayer South Asia, Pfizer, and Monsanto, among others. Sarita has held multiple roles across diverse industries, the public sector, trade associations, MNCs, and the not-for-profit sector. Her areas of interest include advocacy, stakeholder engagement, sustainability, and communications.

As an Associate Certified Coach (ACC) from the International Coaching Federation (ICF) and Senior Practitioner (Mentoring) from the European Council of Mentoring and Coaching (EMCC), Sarita specializes in career transition, inner engineering and life issues. Sarita enjoys writing and is passionate about animals, books, and movies.