I don’t know about you, but I have noticed that the best leaders are always moving forward. They don’t stagnate, are curious about themselves and their environment, and continually break new ground. They advance their talents intellectually, physically, emotionally, professionally, and so on.
When you think about it, curiosity is required before one can improve at all…it is a prerequisite for growth.
The Harvard Business Review article “Curiosity Is as Important as Intelligence” highlights the idea of a Curiosity Quotient, much like the commonly known psychological capabilities of Intellectual Quotient (IQ) and Emotional Quotient (EQ). The Curiosity Quotient (CQ) is one’s affinity to be “inquisitive and open to new experiences” and, similar to IQ and EQ, improves one’s ability to navigate complex environments.
Here are a few points from the article that are worth considering:
- Intellectual Quotient (IQ): “IQ is a much stronger predictor of performance on complex tasks than on simple ones. Unsurprisingly, there is a substantial correlation between IQ and working memory, our mental capacity for handling multiple pieces of temporary information at once.”
- Emotional Quotient (EQ): “Individuals with higher EQ are less susceptible to stress and anxiety.”
- Curiosity Quotient (CQ): “CQ leads to higher levels of intellectual investment and knowledge acquisition over time.”
What does your curiosity reveal about you?
Your curiosity communicates certain aspects of who you are as a leader or member of a team. Having a hungry mind shows that:
- You are willing to learn
- You aren’t afraid to admit that what you have isn’t enough
- You have energy to actively improve
- You can bring new skills to the organization
- You realize that the environment is changing and you need to adapt
What should you be curious about?
As military professionals responsible for the safety of our service members and the success of the mission, there are some areas in which you have a professional obligation to be curious, such as:
- Your current duty position
- Your own strengths, weaknesses, and methods to improve
- The lives, interests, concerns, motivations, and vulnerabilities of those you lead and work with
- The application of your particular skillset in combat (i.e. leading Infantry troops, supporting with logistics, maintaining digital connectivity, etc.)
- The capabilities of the enemies you are likely to face
Areas in which you SHOULD develop a professional curiosity:
- Your next duty position
- Your boss’s scope of responsibility, areas of concern, and requirements for achieving the unit’s vision
- The historical significance of your unit and branch of service, which will give perspective and importance to your mission
- The military as a profession, particularly in the areas of ethics, civil-military relations, and the role of the military in society
What does a curious leader look like?
Simply put: he reads, takes notes, engages in meaningful dialogue, and ask questions. The curious leader studies history and applies it to today. She integrates lessons from tangential professions to improve her skills and is open to new ideas. He does not accept “the way we’ve always done it” and continually seeks to find a better method. The curious leader is the one who is growing somewhere, while others are content with staying in place.
Questions for Leaders:
- What else do you think leaders have an obligation to be curious about?
- How do curious leaders differ from stagnant ones in terms of ideas, motivation, inspiration, and impact?
- What are your methods for acquiring new knowledge and developing ideas?