Curiosity to Candor to Connection to Results

The Human-Centric Leader Series: Part 2

A recent leadership development program I ran for mid-level leaders at a global firm, culminated in a fireside chat with one of the senior leaders. The intention of the fireside chat was to foster a two-way dialogue, prompting him to be curious about the participants’ journeys, and not just share his own. What happened next was sadly familiar in so many contexts: after he spoke for 20 minutes and answered questions, he declined my invitation to ask his people anything—their backstories, their learning, or lessons from their leadership journeys. He simply said, “No, I already know them”. His lack of curiosity about the high-performing and fascinating talent in his organization, and about their perspective and ideas, is not an isolated incident. Honestly, in so many of the daily social conversations I have with friends and neighbours, the situation is similar. There is a considerable lack of curiosity everywhere. It is time to shift how we have conversations, from a ‘tell-lens’ to more of an ‘ask-focus’ - in business and beyond - to be more supportive, genuinely interested, and fundamentally curious about each other. Only through curiosity, candor, and connection can we gain the perspective to grow, innovate, and deliver better results.

Cultivating genuine curiosity allows us to unearth hidden insights from the quietest voices and accelerate shared learning by actively integrating what others know. Conversely, when leaders and colleagues fail to show genuine interest, they erode the trust needed to build psychological safety. Without this safety, people won’t take the risks necessary for breakthrough experimentation, signalling that failure is a personal flaw, not a valuable data point.

Reclaiming the art of conversation requires a conscious, compassionate effort. It means putting down our phones, silencing the internal monologue, and gently shifting our focus from winning to understanding, and from judging to empathizing. When an employee, friend or partner is approached with genuine curiosity, we validate their expertise and signal that their perspective matters, which is the most powerful motivator. True connection thrives not on uniform agreement, but on the ability to bridge divides with respect and a genuine desire to see the world, however briefly, through another’s eyes. When we commit to these principles, we don’t just improve our conversations; we broaden our perspectives and make better decisions.