Think of the most interesting people you know. You likely conjure people who have done exciting or innovative work, have traveled to far-flung places, are deeply knowledgeable about a particular topic, or are extraordinarily talented at a hobby. While the pursuits of interesting people may be wildly different, they have one trait in common: curiosity.
Curious people aren’t just fun to spend time with or good to have at a dinner party, curious people are leaders and drivers of change. Curious leaders question the status quo, seek new knowledge, and encourage creative solutions. Curiosity in government leadership is crucial for adaptable, effective, and inclusive public administration. This blog explains how to cultivate curiosity and why it is important for your organization.
Curiosity as a Catalyst for Leadership Development
Curiosity is not merely about the quest for information but rather a robust drive to understand, challenge, and expand boundaries.
For leaders in government, where decisions have far-reaching impacts, being curious is synonymous with being effective. Curious leaders don’t just administer policy, they are innovating and anticipating changes in the community or organization. Being curious enables leaders to push back against “the way we’ve always done it” and to offer innovative solutions that conventional approaches could overlook.
Curiosity Builds Relationships
Steven Covey famously said, “Seek first to understand, then to be understood.” This principle is a cornerstone of effective communication and leadership…and is all about being curious. Seeking first to understand requires active listening and genuinely wanting to see an issue from another person’s perspective. It is not simply a means to an end of changing someone’s mind. When government leaders embody this ethos, they engage deeply with the ideas and concerns of their teams and the public. This shift does more than enhance internal operations or “checking the box” of community engagement; it also strengthens the relationship between government and community, fostering a sense of mutual respect and collaboration.
Creating a Curious Culture
Government agencies are famous for having silos between departments – or even within departments. Silos cause frustration with staff and the public, are obstacles to innovation, and decrease efficiency. When curiosity dies, silos flourish.
A curious organizational culture encourages an ongoing dialogue between different levels within and across the organization and the with the public. This dialogue focuses on how things are done are what could be done differently. It is not defensive or accusatory; it is one that seeks to understand. A curious culture crucial for developing policies and practices that are inclusive and genuinely reflective of the community’s needs.
Practicing Curiosity Daily
For leaders looking to cultivate a more curious mindset, the practice can start with simple, daily habits. Encouraging teams to ask “why” (not in an accusatory way!) and “what if” regularly can transform the daily grind into a dynamic learning process. Asking everyone to come to a meeting with a solution to a known problem can open new ways of thinking. Being open to outrageous ideas can be a path to discovering workable solutions.
Finally, integrating curiosity into conflict resolution processes can lead to more empathetic and effective outcomes, transforming potential confrontations into opportunities for consensus and collaboration. By encouraging curiosity at all levels, government can transform its challenges into opportunities for growth and improvement. Curiosity helps strengthen relationships and build trust. And, the good news is, curiosity can be cultivated. The future of governance is not just in the answers we have today but in the questions, we can’t wait to ask tomorrow. Stay curious and keep leading.