I recently read an article in Inc. with the premise that curiosity is a useful trait for good leadership. It said this, in part:
Taking into account all the digital exchanges we have in the course of a workday, what can we as leaders do to humanize our interactions, draw people to us, and build trust? It comes down to one word: curiosity. Research has found that curious people are known for having better relationships, and other people are more easily attracted and feel socially closer to individuals who display curiosity.
The article goes on to indicate that curiosity is a useful trait at all levels of an organization, as cited in an HBR study:
The most curious employees sought the most information from co-workers, and the information helped them in their jobs–for instance, it boosted their creativity in addressing customers’ concerns.
Does curiosity among leaders and employees facilitate a growth mindset that enables organizations to continually learn and improve? Maybe.
On Further Review
I also recently read an article in Entrepreneur with the premise that curiosity drives innovation. It made the point this way:
It is an impulse to pursue a thought, find a solution, seek new possibilities or keep on a path to see what’s around the next bend.
Does curiosity within an organization also facilitate a desire to develop new products, services, or business models? Are organizations that have identified curiosity as a desirable characteristic for leadership and employees doubly blessed with the good leadership and the drive to innovate that ensures their abiding resilience?
McKinsey has this to say about resilience:
The world is experiencing a level of disruption and business risk not seen in generations. Some companies freeze and fail, while others innovate, advance, and even thrive. The difference is resilience.
Is a lack of curiosity among the attributes of companies that freeze and fail while companies that seek and nurture curiosity thrive? I don’t know. But I do know people who remain curious are less likely to settle for the status quo. And I do know organizations that hire and encourage those curious people are less likely to do things they’ve always done the way they’ve always done them.
Is that curiosity a superpower? I don’t know that, either.
But I remain curious about it.