Natural curiosity is about a genuine drive to understand the unknown. Curiosity may also involve rethinking the status quo, reviewing and throwing away long-held assumptions proven false by the world we live and work in.
A curious leader is someone who does not accept everything at face value, but is driven to delve beneath the surface to gain a deep level of understanding. This trait should not be confused with skepticism. Being a curious leader implies that you don’t know the answers but is willing to explore with your followers. Many in leadership roles still perceive they must be seen as having all of the answers. Yet, possessing a healthy sense of curiosity can let a leader pursue new, different, or even previously-thought impossible initiatives. In the right business environment, this curiosity leads to experimentation which becomes the foundation of innovation.
Developing curiosity can always start with asking “Why…”, “How might…” and “What if…”.
Source: Art Pretty
No matter what specific changes a change management program is intending to bring, those aims necessarily involve a sustained changed in the employee’s behavior. Unfortunately, change programs of many firms usually fail to bring about those new behaviours due to four errors that undermine the change efforts. These errors take the forms of neglecting employee’s individual interests, under-engaging the extended leadership team, failure to sufficiently empower the Change Management Unit, and allocating ‘fire and forget’ targets. In order to minimise the occurrence of these errors, the management should strive to make participation in the program individually rewarding. The company should closely engage the extended leadership teams in encouraging change, and empower the Change Management Unit to drive the program. Lastly, the company should also define effective metrics to track progress.
The quest to building strategic skills can be challenging without understanding the process of deriving strategy.
It is difficult to think strategically without the time to reflect on the issues and to ponder options. Once you have time set aside to think about strategy, get a solid understanding of the industry-wide trends and business drivers. Begin exploring and synthesizing the internal trends in day-to-day work, paying attention to the issues and obstacles raised repeatedly in the firm. Seek out and connect with industry peers to learn about their observations of the marketplace, sharing your findings across your network.
By becoming more curious, and looking at information from different perspectives, you will begin to see different possibilities, approaches, and potential outcomes that give rise to strategic options.
Pull together the options through a structure that helps stakeholders understand the core message. Walk the audience through the entire process of identifying issues, developing what is often counter-intuitive insights, and then clearly framing the strategic choices for deliberation.
Source: Havard Business Review