Curiosity – it’s a simple concept. Yet, as we advance in our careers we can find it harder to pursue.
We stop questioning. We stop seeing exploring as a good use of time.
Curiosity is abandoned for the comfort of ‘knowing’ and the desire to reach an answer as quickly and painlessly as possible. We base decisions on assumptions, hunches and past experience.
You might even fall into the leadership trap of thinking you must have all the answers. And with that trap, it becomes challenging to say those three little words – ‘I don’t know’.
Why? Because we are conditioned at school and work to believe that being a leader is about knowing more than others and having the answers at our fingertips. We think leading is about being in control and certain.
Yet, in today’s ever-changing and complex world, holding onto those belief structures will hinder your influence, impact and progress.
Being a curious leader isn’t just about seeking new knowledge. It’s about fostering an environment where questioning, exploring, and learning are integral to the functioning of your team and organisation. It’s building a positive work environment where emotional intelligence is at the forefront.
As LinkedIn’s COO Dan Shapero is quoted in this MIT article “I don’t know where curiosity comes from, but if you could bottle it, I’d buy it. It is so valuable, when things are changing so quickly, to have people on your team who are trying every day to better understand the world around them”.
Curiosity is good for you, your team and your organisation.
Elevates Your Awareness
One of the critical success factors for effective leadership is emotional intelligence, and central to that is self-awareness.
However, research highlights that about only 15% of people are sufficiently self-aware. This means that more than 80% of us don’t have a conscious understanding of our emotions, thoughts, reactions, and actions and how we are perceived and experienced by others.
The path to better leadership starts with being curious about what drives one’s feelings, thoughts, reactions, and actions.
Supports Relationship Building and Stakeholder Influence
Curiosity fosters trust and engagement within teams and with your stakeholders.
When leaders are genuinely interested in and curious about their team members’ ideas and perspectives, it demonstrates to them that they matter and are valued. The same goes for stakeholders.
When valued, people are more likely to share their thoughts, innovate, create, and take the risks necessary for growth and improvement.
Additionally, when you avoid jumping to conclusions and are curious about a person’s reaction to a situation, you’re more open to wondering what’s going on for them (and you). You suspend judgement and take the time to discover the root cause. That same curiosity is what helps leaders truly understand what’s happening in their teams and organisations.
Builds Neural Pathways
Do you remember the delight you experienced as a child when you did something for the first time?
It’s the same with curiosity. When you discover something for the first time and try something new, it lights up new pathways in the brain. It’s just like taking your brain to the gym. You are giving it a workout!
Research highlights how being curious stimulates learning.
Different research shows that leaders who are in learning mode develop stronger leadership skills than their peers. As that article states, “…leaders who exhibit a growth mindset diligently work through each of the following three phases of the experiential learning cycle”.
So, being curious promotes a culture of continuous learning.
For leaders, when you’re curious, you set an example for your team. You explicitly demonstrate how taking the time to broaden and deepen insights is valuable.
Curiosity Drives Innovation and Adaptation
Professor of Clinical Neuropsychology from Cambridge University, Barbara Jacquelyn Sahakian and colleagues remind us “…some of the greatest achievements by our species have primarily relied on qualities such as creativity, imagination, curiosity and empathy”.
Curious leaders are more open to new information, willing to challenge assumptions, and better equipped to navigate uncertainty. Their interest and desire to know allow them to more readily identify emerging trends, spot opportunities, and analyse risks.
They use those new insights, integrated with prior knowledge, to curate wisdom that enables them to adapt strategies effectively.
They are also more likely to challenge the status quo and encourage their teams to do the same. It is little wonder, therefore, that innovation and curiosity go hand in hand.
Enhancing Decision-Making
When you’re curious, you question with interest and compassion. This approach isn’t judgemental or about finding fault. It’s about expanding your frame of reference.
When you’re deliberately curious, you seek to understand the underlying causes of problems and consider multiple perspectives before making decisions. This approach reduces the risk of oversight.
Curiosity also acts as a counterbalance to overconfidence.
Leaders who are overly confident in their knowledge and abilities can become complacent and resistant to different ideas. Curiosity, on the other hand, encourages humility and a recognition that there is always more to learn. This balance is crucial for influential leadership and decision-making.
Five Things to Up Your Curiosity
So, where do you start?
If you want to be more curious and add curiosity to your leadership toolkit, here are five core practices to deploy.
- Model inquisitiveness – Demonstrate your curiosity by asking questions, seeking feedback, and exploring new ideas.
- Encourage exploration – Create opportunities for your team members to explore new areas and functions. For example, consider rotating team members through cross-functional projects, training programs, or innovation challenges.
- Emphasise learning – Don’t just focus on performance metrics; include learning objectives as well. Encourage your team members to set personal development goals and celebrate their progress.
- Foster psychological safety – If you want your team to be curious, you need to create an environment where they feel safe expressing their ideas and taking risks without fear of negative consequences.
- Reward curiosity – celebrate employees who demonstrate curiosity, think differently and contribute innovative ideas or challenging perspectives.
The great thing about curiosity is you just need to ask the question, ‘What am I interested in?’. When you do that, a new path will emerge. As you do that, remember the wise words of the author, William Arthur Ward, who said: “Curiosity is the wick in the candle of learning”.