Curiosity Separates Extraordinary Builders from Good Ones
Fast Company argues that true success for business leaders stems not from confidence or charisma, but from curiosity. Research supports this view, yet the corporate world often stifles it.
The defining quality that separates individuals who build truly extraordinary ventures from those who create merely good ones is curiosity, according to Fast Company. While confidence, conviction, and charisma play roles, they are secondary to the driving force of inquiry.
Research substantiates this claim. A study in Harvard Business Review found that curiosity leads to higher-performing, more adaptable organizations. However, many companies actively suppress curiosity, fearing it might increase risks or reduce efficiency. A global Merck study revealed that only 20% of employees identify as curious at work, despite 85% believing a curious person is more likely to bring an idea to fruition.
An example is Ben Lamm, co-founder of Colossal Biosciences. Despite lacking a genetics background, he pursued de-extinction by persistently asking questions and relentlessly seeking understanding. Lamm highlights the rare but crucial balance of being informed enough to ask the right questions while remaining naive enough to ask the ones others have stopped considering.
In leadership, curiosity is also vital for handling teams. Instead of immediately judging when issues arise, a curious approach encourages pausing to understand the situation. Dr. Becky Kennedy states, "You cannot solve a problem you don't understand." This fosters loyalty and prevents employees from withholding critical information.
Successful leaders combine curiosity with humility—the ability to admit they don't know. Michael Brown, CEO of Teamshares, built his career on this principle, finding humility and curiosity a powerful combination that enhances learning, collaboration, and decision-making under pressure.