Questioning Better: How Curious Leaders Improve Problem-Solving and Engagement. “Questioning Better” is a comprehensive leadership approach that emphasises the intentional use of curiosity to improve decision-making and foster greater engagement within teams. Unlike traditional methods that may treat questions as tools for testing individuals or steering them towards predetermined conclusions, curious leaders employ inquiry as a means of learning and discovery. This approach encourages the unveiling of hidden information and actively involves team members in addressing real, complex challenges.
The significance of this leadership style cannot be overstated, as it nurtures psychological safety among team members. Psychological safety refers to individuals’ belief that they can express their thoughts, ask questions, and voice concerns without fear of negative repercussions. This environment of openness cultivates candour, promotes continuous learning, drives innovation, and ultimately leads to more effective execution of tasks and strategies.
One core technique of this approach is leading with open questions. Open questions are designed to invite deeper reasoning and elaboration, requiring respondents to provide more than simple one-word answers. For example, instead of asking, “Do you think this plan will work?” a leader could ask, “What do you see as the biggest risks associated with this plan, and why?” or “What conditions would need to be met for this approach to be successful?” Such inquiries encourage individuals to articulate their thought processes, recognise potential trade-offs, and share insights the leader may not have considered.
Understanding the distinction between open and closed questions is crucial. Closed questions often elicit short, limiting responses that can shut down further discussion, such as compliance-driven yes-or-no answers. In contrast, open questions expand the conversation and stimulate critical thinking. They invite team members to explore and express their views, leading to richer dialogues. When leaders pose questions they do not already know the answers to, they create an atmosphere that prioritises learning over simple affirmation. This approach empowers teams to think aloud, engage in constructive debate, and bring forth authentic insights, ultimately allowing for a more thorough examination of the issues at hand.
Curious leaders go beyond simply accepting opinions; they actively seek to understand the rationale behind recommendations. They use a systematic approach, asking probing questions to uncover the evidence supporting a proposal, the assumptions underlying it, the alternative options, and the potential consequences if a decision does not yield the desired results.
For instance, after reviewing a proposal, an insightful leader might ask: “What concrete evidence or data supports this recommendation?” This inquiry encourages the team to present facts and statistics, fostering a more informed discussion. Next, they may ask, “What assumptions are we making that could impact the validity of this recommendation?” This question helps identify any biases or unverified beliefs that could influence the decision-making process.
Moreover, a leader could inquire, “What other options did we consider, and how do they compare to this proposal?” This question not only broadens perspective but also encourages a thorough evaluation of all options before concluding. Finally, a leader might say, “If this decision does not pan out as anticipated, what unintended consequences could arise?” This question prompts the team to think critically about potential pitfalls and helps in developing contingency plans.
By employing such questions, leaders enhance problem-solving capabilities by unveiling the underlying reasoning behind conclusions. This process also mitigates the risk of groupthink by cultivating an environment where respectful challenges to ideas are standard practice. Asking questions that clarify objectives, highlight assumptions, and reveal interdependencies helps foster alignment and shared understanding within the team. As a result, decisions become informed by a collaborative perspective rather than being anchored to an individual’s viewpoint.
Understand Before Evaluating: A Key Leadership Principle
One of the most common pitfalls in leadership is the tendency to make hasty evaluations. When team members voice concerns or suggest new ideas, a leader might instinctively rush to judgment, defend existing methods, or issue immediate directives based on prior experience or bias. However, effective and insightful leadership requires a different approach—one grounded in curiosity and understanding.
Instead of jumping straight into evaluation, a thoughtful leader takes the time to explore the views and experiences of their team members. This can begin with open-ended questions that invite dialogue and deeper insight, such as “What led you to that particular viewpoint?” “What specific observations have you made that raise concerns?” or “If you were in a position to make changes, what would those changes be, and why?”
This structured sequence—first seeking to understand, then evaluating the information received, and finally providing direction—serves multiple critical purposes. Firstly, it mitigates the risk of drawing premature conclusions that may overlook important details. Secondly, it fosters a respectful atmosphere where team members feel valued as sources of important information rather than just individuals to be managed or directed.
Research indicates that when leaders demonstrate genuine curiosity by actively seeking input and considering a variety of perspectives, it enhances the team’s sense of psychological safety. Followers who feel safe are more likely to share their thoughts and concerns, creating a more engaged and innovative work environment. In this way, nurturing a culture of understanding can cultivate trust and collaboration, ultimately driving better decision-making and team performance.
Creating Space for Quieter Voices in Meetings
In many meetings, the dynamics tend to favour those who speak loudest or most confidently, often sidelining valuable insights from quieter team members, newer employees, or those closest to the operational work. This imbalance can prevent diverse perspectives from reaching decision-makers, ultimately undermining decision quality. To counteract this tendency, proactive, curious leaders must intentionally design meeting environments that elevate all voices, ensuring silence isn’t mistaken for agreement or a lack of input.
To achieve this, there are several effective strategies that leaders can implement:
Pause Before Moving On: After a major point is discussed, a moment of silence gives participants time to reflect. This brief pause can encourage quieter individuals to gather their thoughts and contribute without the pressure to respond immediately.
Invite Individuals by Name: Acknowledge quieter members’ presence and potential contributions by inviting them to share their thoughts directly. For example, saying, “Alex, I would love to hear your perspective on this,” can prompt insights that may not have been offered otherwise.
Use Written Pre-Reads or Anonymous Input: Providing materials before meetings or allowing anonymous submissions can create a sense of safety for those who may feel hesitant to speak up. This method allows for a broad array of ideas to be considered, broadening the conversation beyond just those who are more vocal.
Rotate Facilitation Roles: By rotating who leads the meeting, you diversify the facilitation style and create opportunities for different voices to guide the discussion. It can also empower team members who may not usually take on leadership roles.
Ask Open-Ended Questions: Phrasing questions like, “Who sees this differently?” or “What perspectives are we missing?” explicitly invites dissenting opinions and encourages diverse viewpoints. This approach not only enriches discussions but also reinforces the notion that differing insights are valuable.
Frame Work as a Learning Problem: By positioning the meeting as a collaborative problem-solving session rather than a strictly decision-making one, participants can feel more at ease sharing their thoughts and concerns. Emphasising that everyone’s input is essential for the group’s learning can help foster a more inclusive atmosphere.
The ultimate goal of these strategies is not to force participation or put undue pressure on quieter individuals. Instead, it is about creating genuine, low-risk avenues for contribution. When leaders take steps to ensure that all voices are heard, they cultivate a richer dialogue, increase the likelihood of innovative solutions, and foster a more cohesive team environment where every member feels valued and engaged.
Model Intellectual Humility
Intellectual humility is the practice of recognising and accepting the limits of one’s own knowledge. It is an essential quality for effective leadership, as it fosters an environment conducive to learning and growth. Leaders who embody intellectual humility exhibit it through a variety of simple yet impactful expressions. Phrases such as “I do not know yet,” “Help me understand,” “What am I missing?” or “I may be wrong—what evidence would change my view?” are powerful communication tools. These expressions do not undermine a leader’s authority; rather, they enhance their credibility by demonstrating a commitment to continuous learning over a desire to appear infallibly certain.
Amy Edmondson, a renowned scholar in organisational behaviour, emphasises that acknowledging uncertainty is crucial to effective leadership. Leaders who practice humility create a culture where team members feel empowered to provide critical feedback without fear of retribution. When a leader openly states, “I do not know yet,” it signals to the entire team that exploring uncertainties is not only acceptable but encouraged. This openness is particularly valuable in complex or rapidly evolving situations, where overconfidence can lead to misguided conclusions. In such instances, a leader’s willingness to embrace uncertainty and seek diverse perspectives is vital, as it often leads to more accurate and informed decision-making.
By modelling intellectual humility, leaders cultivate a collaborative atmosphere that prioritises dialogue and exploration. This approach not only strengthens team dynamics but also enhances problem-solving capabilities, ultimately positioning the team to navigate challenges more effectively. In an era marked by information overload and rapid change, the ability to admit the limits of one’s knowledge and engage with differing viewpoints can be a tremendous asset in guiding an organisation toward success.
Transforming Curiosity into Meaningful Action
Curiosity holds immense potential for creating value within an organisation; however, this value can only be realised when curiosity is translated into actionable outcomes. When a leader solicits feedback from team members, identifies challenges, or listens to expressed concerns without implementing changes, it can create the perception that their curiosity was merely surface-level or performative. Consequently, this can erode trust over time and deter team members from being open and honest in the future, stifling the flow of vital information and insights.
Effective leaders understand the importance of closing the loop on the conversations they initiate. This process entails not only reiterating the key points they’ve heard but also articulating a clear action plan based on the feedback received. They should thoughtfully explain the next steps, assign responsibility to specific individuals or teams to ensure accountability, and commit to returning to the group to discuss the outcomes of the actions taken.
For instance, consider a scenario in which a team brings to light a persistent delay in customer service responses. An effective leader would acknowledge this issue and propose a strategic plan to address it. They might implement a pilot program that explores a specific change—such as adjusting shifts or reallocating team resources—to see whether it alleviates the bottleneck. After a predetermined timeframe, the leader would reconvene with the team to evaluate the results and share both successes and areas for improvement.
This approach not only makes curiosity feel more tangible but also reinforces the idea that asking questions serves a greater end. It shifts the perception of inquiry from merely an exercise in information gathering to an integral pathway toward more informed decision-making, improved processes, and deeper team engagement. Such practices cultivate a culture of continuous improvement where team members feel valued and empowered to contribute their insights, leading to a more dynamic and effective organisation.
The Broader Effect
Taken together, these behaviours foster a culture where individuals are encouraged to think critically, communicate honestly, and take personal responsibility for continuous improvement. Curiosity plays a pivotal role in helping leaders avoid the pitfalls of overconfidence while remaining uninformed. Moreover, it empowers teams to integrate a variety of perspectives and turn them into actionable, practical solutions.
Extensive research has established a significant correlation between leaders’ curiosity and increased psychological safety within their teams. This psychological safety, in turn, lays the groundwork for stronger employee voice, where team members feel comfortable sharing their thoughts and ideas without fear of retribution. Psychological safety is essential, as it is intricately linked to key outcomes such as innovation, high-quality work, and organisational agility.
Ultimately, the concept of “questioning better” goes beyond merely increasing the quantity of questions posed. It emphasises asking well-thought-out, pertinent questions, actively listening to responses, and taking informed action based on the insights gained. It also involves creating an environment where others feel empowered to do the same. Leaders who consistently embrace this approach cultivate teams that are not only more engaged and motivated but also more adaptable and proficient in tackling complex challenges. This environment fosters a culture of continuous learning and improvement, equipping teams to navigate uncertainty and excel in their endeavours.
Tomorrow’s post will be: Unlearning as a Leadership Skill: Letting Go of Practices That No Longer Serve the Team.
