{"id":5324,"date":"2016-01-09T13:14:03","date_gmt":"2016-01-09T21:14:03","guid":{"rendered":"https:\/\/www.careersingovernment.com\/tools\/?p=5324"},"modified":"2016-01-18T12:07:54","modified_gmt":"2016-01-18T20:07:54","slug":"the-courage-to-be-curious","status":"publish","type":"post","link":"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/about-gov\/education\/the-courage-to-be-curious\/","title":{"rendered":"The Courage to Be Curious"},"content":{"rendered":"

\"courage<\/a>Leaders being asked to do more with less resources sometimes default to a \u201cjust get it done\u201d attitude when tackling daily tasks. As a leadership tool, the willingness to evoke curiosity in these times often falls to the sidelines in one-on-one dialogues and team meetings.<\/p>\n

The courage to be curious implies a willingness to step away from the head-down-plow-through mentality we sometimes default to, and, instead, pause to reflect on what has not been asked about the issue that could bring greater clarity or benefit. What open-ended question(s) could be asked that would result in innovative, creative, and possibility thinking before springing into action?<\/p>\n

When evoking a curiosity-based mindset, the results are powerful, therefore leading to positive engagement and satisfaction in your workplace. As a leader, having the confidence to ask genuine questions of your team (that may slow down the action process), requires courage. However, in doing so, the process and end game improve. \u00a0When leading with curiosity, you are ensuring that everyone is with you and your vision. When we assume \u201ceveryone gets what I am saying,\u201d before springing into action, it can be very costly. Instead, take a moment to be curious, and ask for confirmation from your team. As a team member, having the courage to ask a clarification question will lead to better and more productive relationships. To contrast, by nodding positively, you\u2019re indicating that you fully understand \u2013 but don\u2019t. Imagine if the very question you are thinking would significantly add value to the issue at hand by having the courage to clarify.<\/p>\n

Curiosity Readiness:<\/h2>\n
    \n
  1. How courageous are you to be curious in your work?<\/li>\n
  2. How often are you pausing to evoke curiosity in a team meeting vs. moving through the agenda of actions?<\/li>\n
  3. What conditions stop you from being curious:\n
      \n
    1. Confrontational situations?<\/li>\n
    2. Big team meetings?<\/li>\n
    3. When authority is in the room?<\/li>\n<\/ol>\n<\/li>\n<\/ol>\n

      By reflecting on what may derail, you can allow yourself to work new muscles for greater impact and personal authority.<\/p>\n

      Is the Digital World Making Us Less Curious?<\/h2>\n

      Our continued dive into the digital world of emailing and texting to move our projects forward is blocking us from human face-to-face interactions where we can pause to ask the curious questions. Powerful open-ended questions starting with \u201cwhat\u201d or \u201chow\u201d with the right tonality of curiosity invite collaboration and fresh thinking to any issue. Yet, if we are relying on email vs. live conversation \u2013 does it not reduce our ability to lead with curiosity?<\/p>\n

      Have you ever texted someone sitting near you vs. getting up and engaging in a conversation? With more workers emailing someone who is sitting next to their cubicles vs. engaging with them, it is resulting in an increase of work depersonalized. It\u2019s time to have the courage to increase one-on-one exchanges to stimulate richer dialogue for possibility thinking and new ideas.<\/p>\n

      A generation ago, curiosity in conversations was more prevalent because of the face-to-face time where we heard the tonality behind the words and could read the body language at the same time. Workers spent more time being curious and crafting what they said and how they said it. With the absence of tonality and body language with emails and texts, we are often prone to misunderstanding or forming a false assumption. Worst, we then act on the misunderstanding or false assumption, and it can make the situation worse– resulting in poor outcomes, derailed relationships or stalled results.<\/p>\n

      Having the courage to be curious, regardless of newer or older work generations, fosters increased collaboration, innovation, and a sense of connection allowing the workplace to move forward with a greater appreciation as a \u201cwe\u201d culture vs. a \u00a0\u201cme\u201d culture.<\/p>\n

      Allan Milham<\/strong>\u00a0brings high-energy and passion as a senior leadership and performance strategist. He has logged over 10,000 hours working with top performers– from his early days with Olympians to Fortune 50 companies– since 1998. Allan\u2019s work has been called transformational, as he elevates a leader\u2019s presence and brand to create greater results, as well as living a fulfilled and purposeful life.<\/p>\n

      In addition to\u00a0Out of the Question: How Curious Leaders Win<\/em>, Allan is also the co-author of\u00a0Who Are You \u2026 When You Are Big?\u00a0<\/em>and\u00a0Bold Moves: Jump to Outstanding Self-Managed Action<\/em>.<\/p>\n

      Guy Parsons<\/strong>\u00a0is a well-regarded speaker, teacher who regularly delivers inspiring talks at MIT and to leaders involved in YPO (Young Presidents Organization) and EO (Entrepreneur Organization). He is the president of Value Stream Solution and was elected to the Shingo Institute Board of Advisors.<\/p>\n

      Over the past 20 years, Guy has worked with more than 120 companies across a wide range of industries from healthcare to financial services to private equity. Through his work, he has developed a passion for the people side of change management.<\/p>\n","protected":false},"excerpt":{"rendered":"

      Leaders being asked to do more with less resources sometimes default to a \u201cjust get it done\u201d attitude when tackling daily tasks. As a leadership tool, the willingness to evoke curiosity in these times often falls to the sidelines in one-on-one dialogues and team meetings. The courage to be curious implies a willingness to step […]<\/p>\n","protected":false},"author":3168,"featured_media":5326,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","_cbd_carousel_blocks":"[]","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[17],"tags":[8],"class_list":["post-5324","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-education","tag-leadership"],"acf":[],"yoast_head":"\nThe Courage to Be Curious - Careers in Government<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/about-gov\/education\/the-courage-to-be-curious\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The Courage to Be Curious - Careers in Government\" \/>\n<meta property=\"og:description\" content=\"Leaders being asked to do more with less resources sometimes default to a \u201cjust get it done\u201d attitude when tackling daily tasks. 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