In as we speak’s fast-changing world, essentially the most profitable leaders do not need all of the solutions. They’re those who ask the very best questions. But many leaders get caught in what I name Zones of Certainty. That is when confidence in their very own views can blind them to insights from others.
However there’s a manner for them to open themselves as much as new views. I’ve developed a framework referred to as the Curiosity Curve, which maps a journey from self-righteousness (“I can’t stand them!”) by means of tolerance (“I believe they’re flawed, however I’ll hear them out.”) to rising curiosity. The framework attracts inspiration from the work of a corporation referred to as Braver Angels, which focuses on bridging partisan divides. (Their unique model described “The Emotional and Mental Transformation of De-Polarization.”)
Shifting alongside the curiosity curve isn’t simply useful; it could actually present a aggressive edge. Curious leaders make better decisions, build stronger relationships, and foster more innovative cultures. However how will we shift from “They’re flawed” to “I really need to perceive their views”?
Listed below are 4 sensible pathways that leaders can use to extend their curiosity:
1. Think about your manner into curiosity
The imagining pathway makes use of curiosity sparks—strategic questions that interrupt our certainty. Ask your self the next questions:
- “What may I be lacking?”
- “What challenges may they be coping with?”
- “How may I be impacting them?”
These questions spark creativeness and assist shift us from zones of certainty to zones of curiosity. Recognizing what we don’t know humbles us and opens the door to new perception.
When Satya Nadella turned Microsoft’s CEO, the corporate was insular and hostile to open-source software program. In his guide, Hit Refresh: The Quest to Rediscover Microsoft’s Soul and Imagine a Better Future for Everyone, he requested, “What if we’re flawed about Linux being the enemy?” That query catalyzed a change—Microsoft embraced open-source, shaped new partnerships, and tripled its market worth.
Begin by itemizing 10 stuff you don’t know a couple of difficult particular person, difficulty, or scenario. Don’t search for solutions—simply establish the questions you haven’t requested.
2. Empathize your manner into curiosity
This pathway faucets emotional intelligence to attach with one other particular person’s humanity. Whereas we will’t totally inhabit another person’s perspective, reflecting on shared human experiences kindles wonder about their distinctive viewpoint.
This transforms our stance from “They’re flawed or unhealthy” to “I need to perceive.” Once we lead with the center, defensiveness falls away, and openness follows.
In her autobiography My Life in Full: Work, Family, and Our Future, former PepsiCo CEO Indra Nooyi recounted that she wrote letters to the mother and father of her senior executives, thanking them for the “reward” of their kids. This act got here from reflecting on what it should really feel prefer to be a father or mother watching your youngster work lengthy hours. That empathy sparked her curiosity about her leaders’ household lives, which led to extra considerate conversations and improved well-being and efficiency.
To develop a larger sense of empathy, shut your eyes and picture being within the sneakers of somebody who frustrates you. What may they be carrying? Write a word you’ll by no means ship, starting with “I think about it have to be exhausting to . . .” Let empathy create house for curiosity.
3. Experiment your manner into curiosity
Typically, it’s the behavior that changes the mindset. Even when we’re feeling skeptical, by performing as if we’re curious—asking clarifying questions or inviting tales—we create circumstances the place our actual curiosity can emerge.
This works as a result of genuine questions result in richer understanding. As we obtain considerate solutions, we understand how a lot we’ve been lacking. However don’t ask rhetorical or main questions. Ask what you genuinely don’t know.
As recounted in Ford Motor Company: The Greatest Turnaround in U.S. History, former Ford’s CEO Alan Mulally launched weekly conferences the place executives had been speculated to report points. Initially, everybody stated every little thing was “inexperienced,” although the corporate was in disaster. Reasonably than accusing anybody, he stored asking, “What obstacles are you going through?” and “What would make it easier to succeed?” When one chief lastly admitted an issue, Mulally praised the honesty. This reworked Ford’s tradition from concern to collaborative problem-solving.
Subsequent time you’re certain you’re proper, ask three story-based questions. “What’s been your expertise with . . .? How did you come to see it that manner? Are you able to inform me a couple of time when . . .?” And as soon as they’ve given their solutions, actually take the time to hear. Resist the urge to interrupt.
4. Enlist your manner into curiosity
Typically we want assist seeing what we will’t see. This pathway entails enlisting others—buddies, mentors, even AI—to assist establish blind spots and spark questions we wouldn’t assume to ask.
Numerous viewpoints speed up progress alongside the curiosity curve. A trusted colleague’s commentary or a mentor’s difficult query can shift us from certainty to openness in moments.
When Mary Barra became GM’s CEO during the ignition change disaster, she introduced in advisors—together with critics—to ask exhausting questions. One requested, “What if the true difficulty is how info flows inside the corporate?” That reframing led to a revamp of GM’s security programs and ushered in a tradition of transparency.
To open your self as much as various viewpoints, textual content three individuals you belief. “I’m working by means of [brief description] problem. What questions ought to I be asking that I’m not?” Decide the 2 that make you most uncomfortable. That’s the place your greatest development seemingly lies.
Selecting your path
Curiosity is a alternative, and no single path matches each particular person or second. A knowledge-driven chief might gravitate to imagining or experimenting. A people-first chief might discover empathy extra pure. The hot button is flexibility. The extra instruments you follow, the simpler it turns into to entry curiosity when it issues most.
Finally, one of the best ways to grasp curiosity is to dwell it. Encompass your self with individuals of various views. Learn broadly. Go to locations that problem your worldview. And decelerate—curiosity wants respiratory room. Strive to take a look at life as a grand experiment, the place each dialog is an opportunity to find one thing surprising. When curiosity turns into not only a management tactic however a manner of being, your journey alongside the Curiosity Curve will turn out to be second nature.
