Why leaders need to be curious

Why do people leave jobs? The most clichéd saying is “they leave managers not organizations”. While this may be true, it is worthwhile looking beyond this professional dilemma. In many of my sessions with disgruntled employees there were some interesting comments that are repeated. “He is the Mr Know-all”. “He makes me feel stupid and incapable”. “Every time I come up with an answer, he starts giving his own story”. “I always feel that there is only one person in a meeting of six people”.

These comments are revealing a worrisome tendency: the tendency to dominate, the tendency to be overpowering; and the tendency to be non-curious. As a result of this tendency the ability to involve and engage people is significantly hurt. That is a serious problem.

Why are leaders reluctant to embrace curiosity? There are two reasons. Firstly, its association with the old saying of “curiosity kills the cat”; and the perception of somebody being curious as being childish and nosy prevails.

Leaders are thus not too fond of being known as curious people. They feel that they are experts who are there to show the big picture, guide and advise people. For them, curiosity may seem a weakness that exposes their lack of knowledge and expertise. Secondly, many leaders genuinely love the sound of their own voice and relish narrating rather than exploring. This second type is pretty common.

All you have to do is to see them conduct meetings or give talks. They will have a lot to say. Their talks run over time. They will not be aware of the disinterest of the audience. They will go on even after they have closed the topic. They will thank the audience in the end and then refuse to end. These are clear and dangerous signals of a mind that is so gushing with its own thoughts that it has no space for any other thought. That is what happens when leaders fall victim to their positional superiority.

However, that very approach stalls their rise. Curiosity is much more than just poking and nosing around in other people’s affairs. Curiosity is the root of mental growth. Some of the reasons why curiosity becomes a hallmark of sustainable leadership is:

Curiosity Advantage #1— It leads to interest- Uncurious leaders are also very interested, but mostly in themselves. They are so full of their own autobiography and achievements that they are rarely interested in other people. When leaders are curious, they are interested in others and other things. They look at people with interest. They are not just stating but also willing to find out about other people’s interests. When leaders are full of themselves, they become boring. People pretend to be interested but are not.

When people are interested in others, others are interested in them. Such leaders are great at breaking ice with tough stakeholders. Such leaders develop an aura and persona that is charming and personable.

Curiosity Advantage #2— It leads to innovation- One of the biggest advantages is that it leads to new ideas. Curiosity helps in discovery. Curiosity helps in exploration. Curiosity helps in invention. Leaders who are curious will be more receptive to learn. Leaders who are curious will be more ready to listen. Leaders who are curious will be more ready to change. I have personally witnessed this vis-a-vis AI acceptance. A leader who is very intelligent and technically sound is not able to get AI accepted in his company because he is not interested to understand the uncertainty in the minds of the people. Another leader, who is perhaps not technically so brilliant yet very keen to learn is spending good time getting more information on AI and listening to people’s views, is already paving way for AI acceptance in his company.

Curiosity Advantage #3— It leads to involvement-Perhaps the biggest advantage of being curious is its natural approach to involve others. The minute you start asking people, you start getting their interest and involvement. In a meeting, just try flipping the coin. Instead of relating, start asking. The atmosphere will change. The engagement levels will go up. People will be energized. The buzz will be more positive.

However, curiosity is not a piece of cake. If not done properly it will backfire. Some essentials to keep in mind while being a curious leader are:

1. Intent first— The “Why” determines the success. What is the motive of being curious will strongly impact the outcome. If the motive is to find out more, learn more, the conversation will have that tone and inflection. If the motive is to make somebody look bad the mockery will dominate the curiosity. Many times people come back to me and tell me about how unsettled they felt when their manager asked them to give information but his tones expressed sarcasm. Be clear that you want before handing over the “know how” mic to somebody else.

2. Ask thinking questions— Asking the right questions in the right manner is a skill that needs to be practiced. Try to ask thought-provoking questions. Questions like “You have a very impressive idea, can you tell me more about…”. “What are the gaps that we need to fill up?” “What if the budget was not enough for …?” Asking the wrong questions can turn the process into an interrogation that will put off the other person.

3. Manage the session— If there is more than one person in the conversation, switch your role to that of a moderator. Make sure everybody gets to give their input. Summarize their input and ask a linking question to the next person. The objective is to let all participants think, relate and suggest. As a moderator the questions should stimulate thinking to help people not only identify their gaps but suggest solutions that are workable.

The difference between humans and other creations is the ability to ask why, why not, what, how, etc. These and many other questions arise out of God’s major blessing of the thinking and choosing ability given to humans. All innovations result when curiosity leads to discovery and exploration. The role of critical thinking in developing societies, companies and countries is indisputable. When Einstein was told he was a genius, he said, “No I am not a genius, I have no special talent. I am only passionately curious”.

Copyright Business Recorder, 2026