Choose Curiosity

We’re naturally curious when we’re young; we can all remember asking lots of questions ourselves or getting asked lots of questions by the children in our lives. In fact, one study showed that children aged 14 months to 5 years asked an average of 107 questions per hour.

As adults, we've learned to be less curious. Either because we were discouraged in the classroom or because we tend to stick to areas of knowledge we're comfortable with. So, what does it mean to be curious? It starts with asking good questions. Specifically, open-ended questions that require more than a yes or no answer.

Asking open-ended questions helps uncover assumptions, objections, personal trigger points, and good old-fashioned hard data.

Here are some of our favorite questions:  

• Why do you think that is?

• What's your take on this?

• How might we approach this? Why?

• Why is that important to you and to us?

• What assumptions are we making?

• How does this support our larger goals, strategy, objectives, etc.?

• What do you need to know, believe, do, have...?

Asking good questions leads to interesting answers, which turns us into curious listeners. And when we become curious listeners, we LEARN.

To become a better, more curious, listener, try giving people time to explain their thoughts. Listen to their words and notice how they are speaking. Not only what they are saying, but their tone. Are they angry? Sad? Hurt? Happy? What is their body language? Is it consistent with the words coming out of their mouth? Are they repeating themselves? If so, this could mean it's important to them or they don't think you're listening.

Curious listening forces us to be present. When we listen with curiosity, the other noise in our heads tends to fall away. Instead of judgment, choose curiosity.

Your choice to be curious in both your questioning and your listening will serve you well across all levels of leadership. In fact, it may be the thing that sets you apart!