If you’ve been following my weekly “Get Curious with Kirsten” videos on YouTube recently, you’ll know that this is a topic I recently covered in this video*. It’s also featured in a Forbes Coaches’ Council article in February 2021. I’m reprinting it here:
Be honest with yourself — the last time you were faced with a problem at work, did you use the same old tried-and-true method to solve it, or did you think outside the box and try a new approach? Many of us are tempted to stick with approaches we know because they have worked for us in the past. But that temptation also means we may not seek out new methods or ways to solve problems.
In my experience as an executive coach, the most effective leaders are curious and continually seek out new information. Consequently, they are also the most interesting people to work with!
I see successful leaders get curious about information in three ways:
1. They seek information to uncover new possibilities.
They set aside time to explore industry trends, recent data and new ways of thinking. They pose an essential question: “What if?” And they follow it up with questions for others on their team. They challenge the thinking of those around them and encourage others to get curious and generate new possibilities. These leaders are not content to stick with the status quo or rely on approaches that have worked in the past.
2. They become interested in other functions of the business.
Sometimes in organizations, leaders look up the organizational chart to see what role they can be promoted to next. But good leaders understand that they have to possess a working knowledge of other functional roles across the business first in order to be more effective in a senior role.
I recently heard a very experienced senior director of engineering share his 20-year leadership journey and how his curiosity about other parts of the business played into his success. He sought to understand how the supply chain worked, and he learned how to read profit and loss statements and discovered the many aspects of marketing. He commented that seeking out cross-functional knowledge “rounded him out and made him a better leader.” He gained this knowledge by taking advantage of stretch assignments in other departments, shadowing colleagues in their roles and spending time in informal social situations to get to know team members in other departments.
3. They request feedback about their own leadership.
This involves asking others on your team for feedback about how you show up as a leader. In order to do that successfully, keep these tips in mind:
• Explain why you are asking for feedback and be genuine in your request. Others will know if you are asking for feedback because your coach told you to.
• Be specific about the skill that you want feedback on. An example is: “How can I do a better job of running our weekly team meetings?” or “How can I support you more effectively going forward?”
• Give that person time and space to respond. Say something like, “Please take time to think about it and share it at our next one-on-one meeting or before then if you would like.”
• Provide the feedback giver with multiple ways to share their feedback so as to make it as comfortable for them as possible. Some people feel more comfortable sharing feedback face-to-face, via email or in a group setting. Respect their preference for delivering feedback.
Lately, the pace of change seems to be accelerating rapidly and leaders must be able to adapt and pivot quickly. Being curious and gathering information to adapt to changing conditions is crucial. Getting curious and seeking information can help boost a leader’s effectiveness by discovering new ways to solve problems, learning about other parts of the business and getting valuable feedback to improve along the way.
*Check out the video on this topic at: https://www.youtube.com/watch?v=hM7omhLzLWM&t=1s