“While the leader of the past knew how to tell, the leader of the future will know how to ask” – Peter Drucker
Reflecting on my leadership style:
Q: Do I spend more time telling or asking when leading my team?
Q: To what extent should a leader have the answers?
Q: How often do I admit, “I don’t know!”?
Tom’s Reflections on These Questions
This whole programme is essentially built around this core question. It takes many different forms, but it ultimately asks:
- How willing am I to ask questions of myself and of others?
- How willing am I to question my assumptions?
This question also goes deeper and asks us about our relationship with knowing and not knowing.
- To what extent do I feel that leaders should know?
- How comfortable am I not knowing?
- And, perhaps as important, how comfortable am I telling others that I don’t know?
The latter situation feels like true power because it exudes confidence. I am so confident in myself and in my leadership that I can openly declare that I don’t know and that I need help. There is a lot to reflect on here.
This research question may also be of interest: How Open Am I to Curiosity?
Programme Overview
The Curious Leaders programme is designed to foster a deep sense of curiosity about who you are as a person and as a leader. It challenges you to reflect on what you can do each day to become a more effective leader. The premise is that before we can truly lead others, we first need to lead ourselves.
It thus ultimately starts with self-leadership. This is about building a practice of reflection and action whereby we become increasingly curious about how our thinking is impacting our actions. This is the first step in building a world in which curiosity shapes leadership.
In this world, leaders aren’t boxed in by traditional thinking or established playbooks. They are open to fresh ideas and diverse perspectives, fostering a culture of exploration and learning. In truth, nurturing curiosity in leadership is essential if we are to address the key challenges of the 21st century.
