Did you know that leaders often assume their employees feel empowered to be curious at work, but research reveals that’s often not the case? While 83% of C-level executives believe curiosity is encouraged at their company, only 52% of individual contributors agree. The disparity continues when it comes to compensation: about half (49%) of the C-level believes curiosity is rewarded by salary growth, but only 16% of individual contributors agree. 81% of individual contributors are convinced curiosity makes no material difference in their compensation.
This discrepancy highlights the need for leaders to explore the concept of curiosity more deeply and bridge the gap in perceptions. Engagement studies indicate that employees desire leaders who are curious about them, care for their well-being, and communicate consistently.
Beyond interpersonal dynamics, there’s a strong business case for curiosity, as research shows that it leads to higher-performing and more adaptable firms.
To foster curiosity effectively, we encourage leaders to:
- Lead by Example: Demonstrate a curious mindset in your own work and decision-making to inspire your team. Practice opening to learning about what would be in everyone’s highest good.
- Encourage Questions: Create an open environment where team members feel comfortable asking questions and seeking information, fostering a culture of curiosity.
- Promote Diverse Perspectives: Encourage diverse viewpoints within the team to stimulate curiosity and creativity, leading to innovative solutions.
- Support Risk-Taking: Foster an environment where calculated risks are embraced, promoting experimentation and providing space for curiosity-driven initiatives.
Cultivating curiosity goes beyond mere lip service; leaders must create a psychologically safe space where team members feel empowered to ask questions and engage in open discussions, celebrating constructive disagreement as a catalyst for innovation.