As I’m writing this, it appears we are in another period of deep uncertainty in the world. Flowing on from the last one, and possibly leading to yet another afterwards.

Where it stops and starts seems hard to work out. Whether it even stops and starts at all could be a more significant thought to hold. A better question to ask.

In times of uncertainty, I suspect all of us can feel pressure to provide answers. Whether it’s in the response to inquisitive minds of children, in robust dialogue with friends, or in our varied workplaces.

For leaders, I think this is particularly pronounced. The pace of economic and political change, the demands of stakeholders and the complexity of global markets can appear relentless. In these unsettled times, I notice those that seem most rewarded are the ones who appear decisive and confident.

But when I sit down with one of these leaders in the coaching room, they are not full of answers, they are not full of certainty. No… they are curious and overflowing with questions.

Curiosity is of the foundations upon which Motion Learning is built. Like many values, it’s not soft or ornamental. No, it’s anything but that. Properly channelled, it’s a superpower – one that fuels innovation, development, and inclusivity.

In my experience, I feel that for senior executives, curiosity is both a mindset and a strategic lever – allowing possibilities to be explored before decisions are made, assumptions to be challenged before defending or ditching them, and true collaborative learning from the people around us to take place.

From Knowing to Learning

It seems historically careers have been built on knowing things – mastery of markets, systems, or organisational principles. But in the decades I’ve been working with leaders in the practise room, I see more clearly now than ever that the leadership landscape has shifted. What once defined authority – knowledge and control – can now lead to blind spots and lack of progression or advantage. There’s rarely any good to come out of places where leaders have stopped learning.

The lens of curiosity however, appears to move leaders from a place of certainty to a place of discovery. It encourages the freeing mindset of ‘confident uncertainty’ which says, ‘I don’t have to know everything, I know some things, and what I don’t know I’ll find out – together with people who do know’ and creates the conditions where people can learn faster together. That shift – subtle but powerful – appears to turn leadership into a collective act of inquiry.

Think about the difference in tone between ‘I think this is what we should we do next’ and, ‘what might we try next?’ The first invites compliance, the second invites ideas, conversation and exploration. The language of curiosity opens doors, allowing others to step inside. And there they find energy, conversation, ideas and engage in problem‑solving rather than simply waiting outside the door, waiting for direction.

Innovation Driven by Curiosity

Who doesn’t need to innovate? Very few people in these changing landscapes believe that standing still is the answer. Most leaders I work with have an acute sense of the need to move – mindfully and intentionally – with the moving world around them. Copious amounts of research backs this up – teams that regularly challenge the status quo, test hypotheses, and invite diverse input outperform those that protect existing practice.

Innovation thrives on exploration, and exploration starts with…good questions.

Questions like these maybe…

‘What are we not seeing?’
‘Who else might have insight on this?’
‘If we were starting from scratch, what would we do?’

These kinds of questions can loosen rigid thinking, allow fresh voices into the conversation and help teams notice patterns beyond their usual field of vision. Over time, this questioning culture becomes contagious – a safe permission to think beyond boundaries. In fact, more than that – an essential and expected way of working.

For us at Motion, curiosity is about movement – the willingness to go where understanding hasn’t yet formed. It’s the antidote to organisational inertia, sparking multiple levels of transformation.

Beliefs that Hinder Curiosity

Of course, curiosity is easy to advocate and harder to practise – especially in my experience for those of you at senior levels. Executive leadership can come with so many assumed beliefs, which make ‘lack of knowing’ challenging.

The myth of the expert – a feeling that leadership is somehow intertwined with always knowing the answer
The scarcity of time – busy schedules make the space to question and think feel indulgent or inefficient
The fear of loss of control - inviting questions may surface new ideas, differences or new perspectives a leader can’t immediately resolve

These barriers are real, and they are understandable. Recognising they are there, sometimes acknowledging and responding to them, sometimes challenging them is all part of changing the way we approach things.

If it’s useful, maybe think of embracing curiosity not as abdicating authority, but using authority to create space for others’ intelligence to shine.

Better Questioning

As a coach I have spent my entire career learning how to question, alongside other things of course. I used to use my tube journey home to get my notebook out and develop question after question to try out and to play with. I reflect after every single client even to this day – in part asking myself what question I asked and what the impact of it was.

I intend to continue to learn about questions. But for now, I’m sharing with you some of what I’ve learned if this is an area you want to develop too.

Importantly to begin with, remember that not all questions invite curiosity. Some for example, disguise judgement (‘why did you do it that way?’) and others can narrow discussion (‘couldn’t we just…’). So here are five principles to help you to cultivate better questions that genuinely open up thinking.

Start with intent.
Before you speak, ask yourself, ‘what am I trying to open up here?’ Curiosity begins with purpose—clarity about what you hope to learn, to understand, rather than what you hope to prove.
Frame questions clearly but positively.
Replace ‘what’s wrong with this idea?’ with ‘how could we build on this idea to make it stronger?’ Positive framing builds energy and psychological safety, thus enabling people to share.
Allow the all-important silence.
Once you’ve asked a question, resist the urge to fill the space. Silence signals that you value reflection, not speed. In coaching and facilitation, those silent moments are where the richest thinking often surfaces.
Widen the lens.
Instead of focusing only on immediate problem‑solving, ask expansive questions such as ‘what patterns are we noticing?’ or ‘what’s shifting in our environment and how might that be impacting us?’. This connects operational decisions to strategic context.
Reflect aloud.
Curious leaders typically model their thinking openly ‘I’m noticing I’m making an assumption here…’. This undoubtedly encourages others to do the same. It turns meetings into micro‑learning spaces rather than reporting sessions.

The Courage Behind Curiosity

To be curious though, we need to be courageous. And I’d like to end this article with this. Because to ask open questions is to accept that the response may challenge your perspective, and sometimes your worldview. It requires both confidence in yourself and trust in others. Which can be particularly challenging in senior teams, where egos and expectations can make vulnerability risky.

Yet courage and curiosity are intertwined. The courage to ask builds the resilience to adapt, and in turn, organisations that stay curious stay agile. Faced with ambiguity, they respond not with defensiveness but with exploration – seeing disruption as material for growth.

In my experience, curiosity is more than a leadership skill – it’s a stance towards the world. And I know some senior executives for whom it’s their quiet superpower. A power that turns every increasing complexity into possibility.

The Courage to Be Curious – A Leadership Edge in an Uncertain World