Curiosity is something we often associate with children. It is natural, instinctive and full of energy. As we grow older, and especially as we take on leadership roles, it can become quieter. Questions are replaced with answers. Exploration gives way to efficiency. But in *Curiosity: The Secret Ingredient for Success in Personal and Professional Growth*, Stefaan van Hooydonk invites us to reconsider what we lose when curiosity slips out of sight.
Curiosity is not a distraction. It is a decision-making tool. It helps leaders slow down when it matters. It opens up space to think differently. And it can be the difference between reacting from habit and responding with insight.
The Questions We Stop Asking
Research shows that by the time we reach adulthood, most of us ask far fewer questions. Children between the ages of three and five ask an average of 73 questions each day. By adolescence, that number drops to fewer than 10. This decline is not inevitable. It reflects the environments we create and the value we place on knowing over wondering.
In the workplace, many people feel they cannot speak up. Van Hooydonk’s studies found that 65 percent of workers do not feel free to ask questions at work. Just over half say their organisations encourage curiosity at all. This matters, because when curiosity disappears, so does the opportunity to learn, to improve and to uncover ideas that are waiting just beneath the surface.
Curiosity Needs Leadership
Curiosity does not flourish in a rush. It needs space and support. Van Hooydonk explains that three things help it grow. People need permission to question what is familiar. They need awareness of the habits and patterns that limit thinking. And they need intention. Curiosity strengthens when leaders practise it deliberately and consistently.
It is not about having less direction. It is about seeing more clearly. Leaders who reflect, who welcome different perspectives and who stay open to learning set a tone that encourages depth over speed. This creates space for others to do the same.
Asking Curious Questions
Leadership is about the decisions you make. Good questions lead to better decisions because they take you beyond the obvious. They create space to see more, to hear more, to think more clearly. When curiosity is part of how you lead, the decisions that follow tend to be steadier, more inclusive and more aligned with what really matters.
Curious leadership helps people feel safe to contribute. It encourages thoughtful risk-taking. It makes it easier to adapt and more natural to challenge what no longer serves. And in a world that keeps shifting, this kind of culture is not a nice-to-have. It is essential.
Curiosity Creates Space to Think
Leaders are busy. There is always something to do or decide. Curiosity creates space in the middle of that, not by slowing things down, but by changing how we pay attention. It helps us notice what might be missing and respond more thoughtfully rather than react on autopilot.
Sometimes that means turning inward and getting curious about how we feel. A strong reaction or a moment of hesitation can be an invitation to pause and explore what is really going on. At other times, it means tuning in to someone else. Curiosity helps us notice what people are not saying, how they are responding, or where they might need more space or support.
It can start with something simple. A quiet question. A sense that there is more beneath the surface. A choice to look again rather than move on. Curiosity helps leaders think more clearly, connect more deeply and create space for insight to emerge.
It does not add to the workload. It helps bring more meaning to what is already there.
Make Curiosity Part of How You Lead
Curiosity is not something you have to master. It is something you can build. Often, it starts with small shifts that help you see familiar things in new ways.
Play with the way you move through your day. Walk a different route. Change your environment. Use your non-dominant hand for something practical and notice how your mind responds. These small acts wake up your attention. They create space for new thoughts to surface.
In your leadership, explore what happens when you ask a different kind of question. Listen for the idea that is usually dismissed. Pay attention to what feels unfinished and stay with it a little longer.
Curiosity does more than improve decisions. It brings energy and interest back into the work. It helps you connect with others, engage more fully and notice what might be possible before it becomes obvious.
It is not about working harder. It is about seeing more clearly. And the more you practise, the more natural it becomes.
