“The only constant in life is change.” — Heraclitus
The Greek philosopher, Heraclitus, will never know how pertinent his statement would be in our BANI world. But thanks to his influence on Western thought, we have a simple yet profound way to frame the human condition. We are born into, live through, and die in change. And how we navigate it determines much of how challenging and fulfilling our experience is.
The impact of change is never more potent than in our work lives, where we encounter its various transformations through leadership spills, redundancies, takeovers, market crashes, booms, technology revolutions, scaling, downsizing, organisational upheavals, and redesigns.
So, what is the key to riding this inexorable state of flux?
Well, we believe it is curiosity – our number one leadership superpower!
The Dimensions of Curiosity
It’s important to understand firstly, that curiosity as a natural brain function that directs our attention and drives learning. It’s innate and part of normal human growth and development. But for large swathes of history it has been discouraged, especially in children. Curiosity, after all, killed the cat. In the workplace, we’ve also been dissuaded from being too inquisitive, leaving corporate history littered with examples of how blind acceptance and unchallenged assumptions can lead to the demise of organisations. Look at Blackberry, Kodak, Blockbuster, and Borders bookstores.
Fortunately, since the 1990s, we’ve begun to better understand the role of curiosity in how we best adapt, survive and thrive. This shift is reflected keenly in college commencement speeches. Once upon a time, these addresses to students followed a certain script of “what to do” to be successful. Nowadays though, they tend to encourage graduates to let curiosity guide them, suggesting that valuable lessons and opportunities can be found by seeking out diverse viewpoints to learn how to think. More than ever, there is an emphasis on “how to be” by acknowledging the complexity of life and applying a curious mindset to unlocking fulfillment. Curiosity today means “being open to the unknown, leaning into your anxieties, and trying many things.”
Most of us are familiar with the idea of intellectual curiosity. It’s that urge to accumulate information and problem solve and the spark that drives innovation and fuels motivation. If your organisation is undergoing a transformation, intellectual curiosity is the catalyst that can surface diverse ideas and solutions. It also helps us recognise the difference between puzzles (solvable problems) and mysteries (ongoing exploration).
However, it’s not the only dimension that powers our adaptive thinking. Relational Curiosity is about having a deep interest in learning about other people, their motivations, and their experiences to build stronger relationships, trust, and communication. In organisational transformations, high relational curiosity will amplify buy-in and empower individuals to find their own solutions. A work culture that promotes curiosity about how its people tick will be naturally resilient and collaborative.
Self-curiosity is another important dimension in leadership in transformation. Through the active, ongoing practice of asking ourselves introspective questions, we can better understand our strengths, weaknesses, and blind spots, leading us to more effective and authentic leadership. Leaders with self-curiosity are open to learning and challenging their own assumptions, and therefore, adapt better to change.
Putting Curiosity to Work for Good in Transformation
So, as you find yourself in an organisational transformation, how can this vital force that directs our attention serve you best? How can you use curiosity to keep your teams out of threat, and in a state of exploration?
Firstly, get to know some of your number one superpower’s characteristics.
Curiosity…
- Naturally directs our attention, creating a spotlight affect
- Holds unhelpful assumptions – that hijack good communication – accountable
- Combats our distraction with novelty, so we don’t lose interest
- That is under-expressed shows up as depression
- That is over-expressed shows up as fragmentation
- Should be innately sensitised to cultural differences
With these traits in mind, a helpful way to start putting curiosity to work is by asking some relevant framing questions. For example:
- What are we catalysing in transformation?
- What are the practical levers to channel curiosity productively in times of transformation?
- How do we surface where curiosity gets misdirected, fractured, or abandoned in change?
- How do we connect that to transformation/threat and exploration states?
These types of questions are a first step in making sure you are using your superpower for good.
Practical levers to channel curiosity productively
How to “do” curiosity
The next step is about embedding the practice. While curiosity might be a natural urge, in the workplace we need to support its appropriate application. Studies have shown that there are a few crucial components needed to bring it to life.
Thinking transformation? Think PIAC.
- Permission is important – be explicit about it being ok to be inquisitive, to challenge and to dig deeper
- Intentionality – lead by doing. For example, one company demonstrates their relational curiosity through their commitment to never letting someone eat alone at work.
- Awareness – if you find yourself avoiding a process, situation, or person, take that as signal to lean in. You don’t yet know what you need to know!
- Communication – tell your teams what is changing and what is staying the same, what you know, what you don’t, and how and when we’ll find out.
Employing more than one dimension of curiosity is an effective way to soften resistance to change and inspire new beginnings. It’s more than asking questions, it’s about taking action through curious connection and communication.
