- Curiosity is emerging as a core competency in fast-moving organizations, not just a soft skill.
- The intention behind questions matters more than the questions themselves; curiosity requires positive motives.
- Genuine curiosity prevents operating with stale assumptions and leads to new insights and opportunities.
- Distinguish between 'asking to know' (factual) and 'asking to learn' (expansive, focusing on why).
- Psychological safety is essential for curiosity; without it, people fear asking questions.
- Leaders can sabotage curiosity by believing they must have all the answers.
- Strict hierarchy stifles curiosity by making teams focus on pleasing bosses instead of customers.
- Shifting culture starts with improving communication in meetings, moving from generalities to specific questions.
- Curiosity helps break down silos by encouraging teams to see the full customer experience.
- For career pivots, individuals should assess if they are good at, enjoy, and are in demand in their current role.
- Teams can sustain curiosity through solo reflection before discussion and non-work learning activities.
- Curiosity is a posture that, when modeled by leaders and normalized by organizations, unlocks progress.