Unfortunately it is a bit more subtle than that though:

(1) Questions reveal a lot about someone's state of mind, particularly if there are a lot of them. If someone is actually struggling and doesn't maintain a vague silence, the people around them will figure it out even faster. Arguably not a bad thing, hiding things is a weak strategy.

(2) There is a certain type of middle manager who fears clarity, because clarity leads to accountability and at some level they have identified that as a threat to their careers. It is prudent to be very careful what sort of questions to ask that manager - "what does that abbreviation stand for?" is fine, "what is the exact problem here and what do you want the solution to look like?" or "I don't understand, can you get into the details of why you think that?" can be unexpectedly controversial.

So there is a superpower in having zero shame in asking questions, but the real trick of it is being able to identify the set of inoffensive, basic questions that will move a project along. There is a large class of technically-reasonable-politically-imprudent questions that an inexperienced engineer might ask to their detriment. I've never been afraid of asking questions but if the mindset behind the question isn't fairly polished then there can be backlash and a most people learn to avoid questions rather than getting good at being mentally flexible.

> I wish I'd known that when I was younger...

While I wouldn't say more people shouldn't do this more of the time, there is also a lot of social capital you have as a staff level person that makes it "easy" to do this. (and is part of why it's important to)

Yes, this is so powerful.

One of my favorite moves is to ask a question that I feel has an obvious answer and then say "what am I missing?" Sometimes I am right, other times I am missing something.

Either way I'm modelling:

- that it's okay to ask questions to which the answer seems obvious

- that it is totally fine not to know everything

In general people like to answer questions - it makes them/us feel mildly superior - hopefully in a good and positive way. You have to use some judgement on how to approach and engage.

Depending on who you are engaging with, a packet of Hobnobs (other socially acceptable bribes are available) might be needed or perhaps waiting until after lunch.

Now, your next mission is getting something done by making someone else think it was their idea in the first place. It might sound counter-intuitive: "How does that benefit me, they get the credit". Crack that conundrum and you will advance to the next level.

100% this: if you go every axis of what differentiates staff from senior one will see deep down it is about asking questions: either yourself or helping others ask the right questions (e.g. mentoring, impact/are we solving the right problem, etc.)

Schools don't teach this to students.

Eh, I'd say that's very org-cultural dependent.

Honestly, orgs that don't "get this" is why consultants exist.

Reminds me of Jason Freedman's "I don't know": https://news.ycombinator.com/item?id=7334671 (2014) / https://archive.vn/Z7m9M