Curiosity represents a priority for leaders in generating a successful culture

Great corporate cultures are not only critical for performance but also for the progression and engagement of people who work in them. To enable the potential of an organisation and the people within it, great leaders must recognise and demonstrate consistent curiosity about the team, customers and their roles.

Curiosity in an organisation

Business leaders must be curious about the values and motivations of their workforce in determining a corporate culture. A business consists of multiple mindsets, beliefs and values of people working within an organisation. Leaders profoundly influence who can join an organisation and the value they bring with them. By harnessing the collective intelligence of the group, businesses can establish a degree of individual distinction. This requires brilliant leaders to show curiosity within an organisation. 

Enabling employees to be heard creates an organisation with an environment where everyone is engaged, allowing individuals to shape and influence strategies and plans. This approach means employees can challenge existing measures, suggest new insights, and collectively create a model of success.

Curiosity about customers

The concept of curiosity with employees must extend to the customer. Today, customers care just as much about why a business does something as what they do. The culture and values of a company are of great interest to an organisation. Customers will show loyalty to those who embrace their values and beliefs. 

How can leaders work with customers and curiosity to define their culture? One method is to liaise with customers about why they follow your organisation and what concerns they may have and listen to their values. This deeper level of interaction enables greater curiosity beyond conventional surveys and studies.

CEOs of leading brands have recently implemented a practice where they are more involved in the front line, enabling closer interaction with their customers and people.

Curiosity about your working role

Leaders must be agile and willing to consider their roles and responsibilities. As culture progresses, so do the activities of leaders, whether this be a change in their influence on leadership or future challenges. Similarly, a founder may give their responsibility to others more suited and capable of pursuing their idea of culture, something that many leaders have endured.

The key factor here is for business leaders to accept their roles and responsibilities and be curious about how their strengths and weaknesses can work in developing their intended culture.

Curiosity about change and progression

A successful leader will remain curious about the evolving nature of their organisation. No company is static and requires constant development to stay competitive. Businesses must embrace change and be capable of transforming processes when needed. Curiosity is critical for any organisation navigating through change. 

There’s no definitive answer on when and how often to focus on an organisation’s cultural factor, but culture will constantly evolve. A successful leader will remain connected to these changes, be considerate of the reasons and results of these changes, and be agile to adapt their business accordingly. 

Successful businesses and leaders are constantly changing. Creating a culture that can adapt to changes and enable positive performance and employee development requires a commitment to curiosity. By continuous exploration and questioning, high-performing cultures can keep their competitive edge.