Why leaders should embrace a curious workplace culture in the midst of chaos

Generations of the most highly touted innovators, creators, artists, and explorers all have one thing in common: an appetite for curiosity. And it’s not just hearsay; research has indeed confirmed that curiosity is a potent catalyst for idea generation, employee engagement and retention.

But, as pressures for employee performance drive up the number of items on to-do lists, the space and time required to be curious depletes. So, how can leaders make space for a curious culture while in the midst of chaos?

At the core of a curious culture are humble leaders who possess a profound awareness of their strengths and weaknesses. Humility fosters genuine self-assessment and a belief in the value of others. Such leaders abstain from the pettiness of cutthroat competition and exploitation, instead building supportive relationships with those around them.

Humble leaders that embrace curious cultures adopt a more egalitarian communication style that encourages open dialogue and honest feedback. This allows them to willingly confront unpleasant truths and admit their mistakes, demonstrating a commitment to learning and growth.

It’s important, however, to remember that while leaders cannot force people to be curious, they can create an environment that nurtures curiosity. This involves fostering a system where people prioritise understanding before problem solving, and in my experience, this can be done through practising “towards thinking”, keeping an open mind and questioning reality versus understanding.

Practise move towards thinking rather than move away from thinking

To promote a thinking-forward approach, leaders should embrace imagination and explore possibilities rather than fearing failure. This means we imagine what could be and how something will work rather than fear of not getting something correct or something going wrong.

To implement this, leaders should move towards the possibilities through questioning rather than trying to avoid risk. Hold your team accountable for collective problem solving, as when your team is connected, they understand their world in the context of the entire picture rather than seeking to understand the problem from solely their own point of view or domain of expertise.

This approach not only helps validate the idea at hand but also fosters social connections between various portfolios in order to develop the structure and environment for curiosity.

Work hard to keep an open mind

Maintaining an open mind is essential for encouraging curiosity within a team, and it often requires the willingness to learn, and unlearn, for continuous growth and adaptation.

Be ready to learn and unlearn. What is true today may not be true tomorrow. A hundred years ago, the thought of flying was considered merely the domain of the inventors. Now, it is a daily reality. Diversify your thinking. Look at other worlds.

Reading and viewing outside your comfort zone will introduce you to the possibilities and perspectives of other places, people or ideas, which may spark your interest to explore them further. As a team, reflect on and be grateful for the implementation of new ideas – even if it was messy along the way.

Question current reality and understanding

Why do things need to be as they have been for so long? To create a curious culture, you need to become a master questioner. What is that? Why is it made that way? When was it made? Who invented it? Where does it come from? How does it work?

What, why, when, who, where, and how are the best friends of curious people. Create space for questions and exploration; promote divergent thinking and see what themes emerge before converging. Ask questions of your team that promote out-of-the-box thinking.

Albert Einstein once said: “The important thing is not to stop questioning.” His words resonate deeply in the pursuit of innovation through a curious culture.

Leaders and employees who embrace curiosity are more inclined to seek feedback, ask open-ended questions, and effectively cope with ambivalent input from coworkers and supervisors. Curious cultures help fuel idea generation and innovation and support performance and engagement, making it an indispensable trait for leaders and employees alike.

By Stephen Macdonald, workplace psychologist and co-founder of Map of Me