If you have recently been around a toddler, you probably witnessed the curiosity they bring to almost everything. The small pink stone you just stepped over is an object of wonder and joy to a toddler. They pick it up, look at it, put it in their mouth, spit it out, look at it again and then ask question after question about it. Toddlers are innately and unendingly curious about the world around them. They seek to understand the things they see and hear. Their constant stream of questions is part of their learning process.

Being curious makes us smarter, more interesting people, and stronger leaders. And it may even help to heal our divided world. There are many benefits personally, relationally, and organizationally to remaining curious. It is to our detriment if we don’t keep our curiosity muscle strong.

Personal Curiosity: Curiosity helps us grow. Self-reflection, and seeking feedback on our own leadership style and impact, is curiosity directed inwards. If we are curious about our strengths and our blindspots, we become stronger leaders. As Christian leaders, if we remain curious about how well we are modelling the fruits of the spirit, we will grow in our Christ-like character.

Relational Curiosity: Being curious helps us develop rapport and build trust. Curious leaders instinctively draw others into meaningful conversations which create connection and strengthen relationships. Being curious to get to know the “person behind the role” sends a message to our colleagues that we see them and care about them. As more of our work becomes virtual, we have lost many spontaneous opportunities to get to know our colleagues before or after a meeting, over a coffee or lunch. Asking “How was your weekend?” moments before a Monday morning Zoom meeting just isn’t the same thing! We need to be more intentional about creating opportunities for personal connection.

Organizational Curiosity: Curious leaders constantly learn more by exploring new ideas, experiences and opportunities in order to do things better. Being curious leads to greater creativity, better decision making and more innovation. Having a mindset of certainty, closed to the perspectives of others, can be dangerous. Asking for input from those that think differently than we do, or have different information than we have, may slow the process down but will result in better outcomes– with more engagement and support. In many organizations there is a culture of fear – fear of reprisal for offering contrary opinions, fear of rejection of new ideas, or just plain fear of the boss. By genuinely asking what others think, and integrating their perspectives into your decision-making, you will reduce this fear and contribute to building a culture of curiosity.

Curiosity as Bridge Building: Finally, being curious allows us to be a light in a world that is becoming increasingly divisive. It is easy to get locked into our own perspectives or positions on political, social and spiritual issues. When we get so locked in that we lose interest in understanding the backstory of why others have different perspectives, we contribute to this division. We offer those with a different perspective a huge gift when we demonstrate curiosity in understanding what has led them to the beliefs that they hold. When we ask open-ended questions and truly listen to the answers, we offer an olive branch and open a door to the possibility of finding common ground between us.

Reflection questions:

1. Is curiosity one of your superpowers or have you lost your inquisitive spirit?
2. When was the last time you sought feedback from those you work with?
3. How can you be more intentional about getting to know those you work with, especially new colleagues and those that you have never met in person?
4. What issue or decision are you carrying the weight of that would benefit from the perspectives and wisdom your colleagues could offer?
5. When was the last time someone said to you “Thank you for asking” or “Thank you for listening”? We may disagree but I appreciate being heard.”