<p><span>In this blog you will learn</span><br></p><p><b data-redactor-tag="b">60 traits of Inquisitive-Leaders - What is curious leadership -Curiosity as a Core Leadership Value</b></p><p><b data-redactor-tag="b">Inquisitiveness can give you the most profound dividends in terms of</b> - massive-growth, phenomenal-success and profound-increase in practical-knowledge to create as well as deal with disruptive fast-changing future.</p><p><b data-redactor-tag="b">Curiosity and Inquisitiveness if used by any leader in the right manner can trigger meaningful changes</b> and boost growth and success of a large mass of people.</p><p><b data-redactor-tag="b">Autocratic and tyrannical leaders [if we can call these people leaders] on the other hand - stifle curiosity</b>, asking questions and challenging decisions - these leader's survive through suppression, oppression, killing-institutions, ruthlessly silencing opposition, truth-black-out and promoting lies, fake-news and outlandish concepts.</p><p><b data-redactor-tag="b">Then there are People in the top-leadership positions and roles with manager-mindset demonstrate incurious-leadership behaviors</b> - they go for proven and safe ideas by restricting creative thinking by discouraging exploration of novel, different and innovative ideas.</p><p><b data-redactor-tag="b">When your people are curious to learn, grow and create - then you would get </b>- healthier relationships between employees, effective decision-making and problem solving, better solutions to company problems, adaptable and have overall great performance.</p><p><b data-redactor-tag="b">Curious-Leaders create an environment where employees feel safe to explore new ideas, take risks</b> and challenge the status quo and be more adaptable to the dynamics of uncertain market environments.</p><p><b data-redactor-tag="b">Curious-Leaders who trigger Inquisitiveness and Curiosity</b> in their people - <b data-redactor-tag="b">drive massive-growth and disruptive-changes and impact a large mass of people for profound betterment.</b></p><p><b data-redactor-tag="b">60 traits of Inquisitive-Leaders - What is curious leadership -Curiosity as a Core Leadership Value</b></p> <ul><li>1.They are not afraid to admit when they don't know</li> <li>2.They are also not afraid to recognize someone who is better than them</li> <li>3.They are Not afraid to take risks</li> <li>4.They are Not afraid to fail</li> <li>5.They are Not afraid to making mistake</li> <li>6.They are Not afraid to proven wrong</li> <li>7.They are Not afraid to give limelight to others</li> <li>8.They are Open to listening and experimenting with even ridiculous idea</li> <li>9.They Let people take lead when they know someone has superior competencies</li> <li>10.They Choose people who are more qualified, have different skill sets, experts and domain specialist</li> <li>11.They Allows others to challenge their choices</li> <li>12.They Involve others in decision-making and problem-solving</li> <li>13.They Encourage innovation and innovative ideas</li> <li>14.They Reward disruptive thinkers</li> <li>15.They Practice meritocracy</li> <li>16.They are Curious and focused on continuous self-learning</li> <li>17.They are Highly adaptable and pivots when realize that a specific decision or action or choice is not working</li> <li>18.They are Focused on results</li> <li>19.They Empower employees & eliminate their insecurities</li> <li>20.They Create learning-based goals</li> <li>21.They are Focused on creating win-win outcomes for all stakeholders</li> <li>22.They Want to add unparalleled value</li> <li>23.They think in terms of making own products and services obsolete by creating newer offering based on changing customer, market and technology</li> <li>24.They Create various forums that facilitates - employees interact and share and explore possibilities</li> <li>25.They Lead by example as a role model - by following all the behaviors listed in this title</li> <li>26.They help create leaders who are action-oriented and result-focused at all the levels</li> <li>27.They Create change-champions as well as innovation-ambassadors - till the grass-root levels</li> <li>28.They Transparently share the changes that is affecting the organizations </li> <li>29.They Ensure that everyone knows what they are supposed to accomplish through clear KRAs/KPIs/PMS action steps</li> <li>30.They Delegate and help their people grow through giving them challenging tasks and opportunities</li> <li>31.They Create feedback system that tell people why they did not get the promotion and what they need to do to get there next time - transparently </li> <li>32.They do not micro-manage </li> <li>33.They Own up their mistakes as well as their team's</li> <li>34.They Use curiosity in helping their team implement organizational strategic agenda</li> <li>35.They Encourage informed risk-taking - balanced by having a fallback strategy</li> <li>36.They Identify barriers to curiosity in the team and then create strategies to create wins and build on their success</li> <li>37.They Know how to ask a right curious question </li> <li>38.They Use appreciative inquiry method to build on the positives</li> <li>39.They Use curiosity to not only understand something themselves but also make others understand</li> <li>40.Theyare focused on candor and transparency by using open ended questions to trigger creativity and idea-flow </li> <li>41.They ask - What are the alternatives, How can we be more effective, What do you need to accomplish your goals</li> <li>42.They Understand that it takes a lot of self-discipline to kill judgement -because judgement kills curiosity </li> <li>43.They Seek information to uncover new possibilities</li> <li>44.They Are interested in learning about business/industries different than their</li> <li>45.They Are solution focused</li> <li>46.They ensure learning and implementing global best practices</li> <li>47.They Take personal responsibility and are self-accountable - Don't blame when things don't go as planned</li> <li>48.They Are CURIOUS ABOUT their OWN PERSPECTIVE</li> <li>49.They Challenge their own ASSUMPTIONS and perceptions - to identify how they could be wrong or missing and overlooking</li> <li>50.They Create others leaders who drive in their operational areas </li> <li>51.They Never pretend that they have all the answers </li> <li>52.They Show that they care by connecting meaningfully with their people</li> <li>53.They Make curiosity a core value in their organization and use it unlock the human potential for transformative growth </li> <li>54.They Let employees explore and broaden their interests</li> <li>55.They are proactively looking for and creating change</li> <li>56.They Ask for suggestions to improve</li> <li>57.They Speak last in meetings - because they know that their opinion and views earlier in the decision-making brain-storming stage can restrict the quality of decisions and creativity and morale of the team</li> <li>58.They Let other people facilitate team meetings</li> <li>59.They let someone else set the agenda </li> <li>60.They Rotate the facilitator role - especially among those who might not be in leadership positions</li> <li>61.They Ask questions when they are upset</li></ul><div><br></div><p>#curioustocompetent, #curiosityleadership, #inquisitiveleadership, #traitsofinquisitiveleaders, #qualitiesofcuriousleaders</p>