The Benefits of Leadership Curiosity
The reality is that leaders are often the last to know the harsh, brutal truths underlying their organization.
Curious leaders exhibit transparency and vulnerability by engaging in unscripted dialogues throughout the organization. They recognize that team members want to contribute, feel valued, and be acknowledged. They foster this by asking why things are as they are and how improvements can be made. This curiosity cultivates a learning culture within the organization, fostering individual growth for both the leader and the team members. Curiosity promotes innovation, allowing the organization to adapt to our evolving times.
Characteristics of Organizations Created by Curious Leaders
Team members feeling seen as valued contributors
Curious leaders engage the team throughout the organization. After we have enough money for basic survival—enough to eat and a roof over our heads—our #1 motivator is our desire to contribute to something bigger and to be valued for our commitment.
Trust – This foundational guiding principle is honored by all
Curiosity demonstrates transparency and vulnerability. Leaders, open to having unscripted dialogues up and down, bring energy into the organization. When leaders are trusted, there is a greater sense of safety and security, unleashing the best we have to offer. Trust is one of the energizing forces required for sustainable organizational success.
A learning culture that seeks to be better tomorrow, individually and organizationally
Vulnerability encourages openness to seeking others’ thoughts for better solutions. Curiosity leverages the team’s talents, skills, and knowledge. If the team’s decision-making is proven incorrect, their collective growth is enhanced and shared for future improved decision-making.
Sustainable systems for growth
Curiosity strengthens organizational stability by cultivating a culture of shared commitment and responsibility. No single leader is the sole decision-maker; instead, the responsibility for growth lies with the entire team. When a leader departs, the organization retains its collective responsibility for decision-making.
Proactivity to change, to address challenges
Curious leaders cultivate team members who recognize they are valued for their insights. This fosters an intrinsic responsibility to address issues proactively rather than ignoring them and allowing others to resolve them. This openness proactively nurtures innovative ideas within an organization that is receptive to change.
Leadership fulfillment
Curious leaders find their lives more fulfilled because they are no longer micromanagers responsible for every detail. They trust their team members to do their best to solve the problems before them. Some may fail, but the sooner the poor fit is identified, the better for the team member and the organization.
It is intrinsically energizing for leaders to see the good they are doing that benefits others by building them up, providing a secure foundation for future decision-making and, thus, personal success.
Authoritarian leaders may find this adjustment difficult. However, the benefits of becoming a curious leader outweigh the unproductive energy spent trying to be the one with all the answers.
Who are the curious leaders you have admired and respected that you would like us to know about?
Feedback from a Client on Perspective
“We are surgeons, and we are used to making decisions by ourselves and getting the credit for our success. The FS/A culture process has taught us to think of others more and think in our team’s best interest for the benefit of our patients.
“I was surprised at the impact of giving power to the team. Instead of just saying, ‘Here’s the solution,’ we let the team develop a solution. It’s like a magical thing. It works much better than me telling them, even if it ends up being the same solution. Sometimes it’s a better solution than I’d come up with.
“It’s hard. We try to create this feeling that everyone is equal in contributing to the team. Even though the contribution varies, everyone plays a role in our success. There’s still a hierarchy, but it works. People work well together for the good of everybody.”