I was flying home from a series of business meetings this past Friday and was unable to get a new post up on the site until today.
While I’m reading “Leading Change” by John Kotter for an upcoming collaboration meeting (and finding some strong, foundational reminders), my attention was caught on something else.
A recent article published at Forbes.com, titled; “What Happens When Leaders Lack Curiosity?” was stuck in the forefront of my mind.
Typically, most leadership articles cite the common traits or virtues of:
- integrity (conforming, consistently to a set of rules)
- vision (imagining and defining a preferred future state)
- urgency/passion (harnessed drive to push for action and to resist passivity)
- political savvy (to navigate among existing team’s concerns and overlaps)
While there’s no dispute that a leader may need to exhibit or hone many different skills, talents and competencies I had never heard of curiosity being part of that mix.
The co-authors make many great points about the upside of curious leaders and the downside of those who lack curiosity:
Curious leaders are:
- more open to new experiences (challenge the norm)
- tend to exhibit less prejudgement when confronted with problems
- accept people with a greater range of diversity in thought, action, biases
- more likely to be tolerant of ambiguity and uncertainty
- less pressured by sub-optimal conditions (it’s a challenge not a setback)
- more likely to consider a greater range of possible answers to a question, solutions to a challenge
- more likely to accept mistakes as part of the learning process without feeling motivated to place blame or assign fault
- often insatiably hungry to learn more, explore further, and challenge the norm to find a best possible solution
- typically avid readers and researchers — seeking new tactics, products, technology, etc.
Un-curious leaders are more likely to:
- create homogeneous teams
- embrace safe, conservative approaches
- replicate their past ideas, teams, solutions by mold or pattern form
- have a high need for closure, often leading to micro-managing others’ efforts
- shun ambiguity and uncertainty in favor of predictable processes
- seek to validate their conclusions
- preserve the core while avoiding genuine innovation
- resist change
- seek, reinforce and embrace conformity
The article wraps up by offering five behavioral characteristics that signal curiosity in leaders:
- Generating original ideas from their teams
- Questioning their own assumptions and practices
- Admitting their own mistakes, and turning them into valuable lessons
- Being more interested in asking questions (and listening) than in giving answers (and talking)
- Being energized, rather than intimidated, by complexity
I found the discussion of curiosity refreshing and unexpected. There are, perhaps, additional descriptors of highly effective leaders that we’ve overlooked in the past.
What do you think?
- Does a strong leader need to be curious?
- Could curiosity be a “bad thing” in some situations or scenarios?
- Will curiosity become more important as we head towards a greater reliance on Artificial Intelligence and Data Analytics in business settings?
Some time ago, I found a really great article by Jack and Suzy Welch on Linked In. It was short, to the point and powerful. It’s one of the first emails I shared on a Friday afternoon with my work buddies. Here’s the post…
https://www.linkedin.com/pulse/20130708115451-86541065-how-to-think-like-a-leader (by Jack and Suzy Welch)
Big Money Quotes throughout;
“Too often, people who are promoted to their first leadership position miss the point. And that failure probably trips up careers more than any other reason.
Being a leader changes everything. Before you are a leader, success is all about you. It’s about your performance. Your contributions. It’s about raising your hand, getting called on, and delivering the right answer.
When you become a leader, success is all about growing others [to do the things listed above]. It’s about making the people who work for you smarter, bigger, and bolder. Nothing you do anymore as an individual matters except how you nurture and support your team and help its members increase their self-confidence. Yes, you will get your share of attention from up above—but only inasmuch as your team wins. Put another way: Your success as a leader will come not from what you do but from the reflected glory of your team.
Now, that’s a big transition—and no question, it’s hard. Being a leader basically requires a whole new mindset. You’re no longer constantly thinking “How can I stand out?” but “How can I help my people do their jobs better?” … the good news is that you’ve been promoted because someone above you believes you have the stuff to make the leap from star player to successful coach.
What does that leap actually involve? First and foremost, you need to actively mentor your people. Exude positive energy about life and the work that you are doing together, show optimism about the future, and care. Care passionately about each person’s progress. Give your people feedback—not just at yearend and midyear performance reviews but after meetings, presentations, or visits to clients. Make every significant event a teaching moment. Discuss what you like about what they are doing and ways that they can improve. Your energy will energize those around you.
And there’s no need for sugarcoating. Use total candor, which happens, incidentally, to be one of the defining characteristics of effective leaders.
Through it all, never forget—you’re a leader now. It’s not about you anymore. It’s about them.
Gives me goosebumps and chills each time I read it. (Yeah, I’m weird that way, what can I say!)
Have a GREAT (and Safe!) weekend.
As a follow up to my prior IRMI (International Risk Management Institute, Inc.) article titled “Insurance Loss Control and the Hippocratic Oath“, I’ve got a new one out on the IRMI site titled; “Traversing Your Career Path: Apprentice, Journeyman, or Master” that looks at where we’re at on our career paths, and the relationship between technical skills, professional competencies (aka “soft skills”) and time in position.
(This was originally posted to my colleagues on 2/17/2017 by email, and now I’ve added it to this blog site).