Embracing Curiosity: Leadership for Innovation and Growth
Summary
In today's discussion, we explored the critical importance of maintaining a posture of a student rather than a critic, especially in leadership roles. Embracing new ideas and innovations is essential for the growth and relevance of any organization. Often, these fresh ideas come from the next generation of leaders or those on the fringes of the organization. However, established leaders may find it challenging to accept these changes due to pride, insecurity, or a sense of loss associated with altering the status quo.
The conversation highlighted the natural human tendency to resist what we cannot control or do not understand. This resistance can stem from a fear of losing control or a lack of understanding, which can lead to dismissing potentially groundbreaking ideas. Leaders must consciously work to overcome these instincts by choosing curiosity over criticism and being open to learning from others, regardless of their position within the organization.
We also discussed the importance of listening to the next generation and those on the edges of the organization. Innovation often happens at these fringes, and by inviting these voices into the conversation, leaders can foster a culture of creativity and experimentation. It's crucial to allow room for failure, as it is a part of the learning process and can lead to significant breakthroughs.
Furthermore, we emphasized the value of contrarians—those who challenge the status quo and ask difficult questions. While they may seem negative, their perspectives can prevent complacency and drive innovation. Leaders should not avoid these voices but rather embrace them as a means to ensure the organization remains dynamic and forward-thinking.
Ultimately, the key takeaway is that leaders must create an environment that rewards curiosity and encourages experimentation. By doing so, they can ensure their organization remains relevant and continues to grow in an ever-changing world.
Key Takeaways:
1. Embrace a Student Mindset: Leaders should prioritize being students over critics. This means actively seeking to understand new ideas before dismissing them. By doing so, leaders can foster an environment of learning and growth, which is essential for innovation. [12:46]
2. Overcome Resistance to Change: Human nature tends to resist what we cannot control or understand. Leaders must recognize this tendency and consciously choose to be open to new ideas, even if they initially feel threatening or uncomfortable. [06:47]
3. Listen to the Next Generation: Innovation often comes from the next generation or those on the fringes of the organization. Leaders should actively invite these voices into the conversation and be willing to take risks on their ideas. [15:11]
4. Value Contrarian Perspectives: Contrarians, who challenge the status quo, are valuable assets to any organization. Their perspectives can prevent complacency and drive innovation, ensuring the organization remains dynamic and forward-thinking. [18:16]
5. Create a Culture of Curiosity: Organizations that reward curiosity and experimentation tend to outperform those that do not. Leaders should create an environment that encourages trying new things and learning from failures, as this is key to sustained growth and relevance. [22:43]
Youtube Chapters:
[00:00] - Welcome
[00:16] - Introduction to Productivity
[01:19] - Resisting Resistance to New Ideas
[02:06] - The Threat of New Ideas
[03:16] - Comfort in Established Systems
[04:13] - Dangers of Dismissive Leadership
[05:27] - Challenges for Established Leaders
[06:47] - Human Nature and Resistance
[07:55] - Identity and Insecurity
[08:39] - Values vs. Reputation
[09:21] - Internal Tension in Leadership
[10:46] - Choosing Curiosity Over Criticism
[12:46] - Practical Steps for Leaders
[14:09] - Listening to the Next Generation
[16:47] - Learning from Other Industries
[18:16] - Embracing Contrarian Voices
[22:43] - Rewarding Curiosity in Organizations
[25:35] - Final Thoughts and Takeaways
Study Guide
Bible Study Discussion Guide
Bible Reading:
1. Proverbs 1:5 - "Let the wise hear and increase in learning, and the one who understands obtain guidance."
2. James 1:19 - "Know this, my beloved brothers: let every person be quick to hear, slow to speak, slow to anger."
3. 1 Peter 5:5 - "Likewise, you who are younger, be subject to the elders. Clothe yourselves, all of you, with humility toward one another, for 'God opposes the proud but gives grace to the humble.'"
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Observation Questions:
1. According to the sermon, why is it important for leaders to maintain a posture of a student rather than a critic? [01:19]
2. What are some reasons mentioned in the sermon that make it difficult for established leaders to embrace new ideas? [05:47]
3. How does the sermon describe the role of contrarians within an organization? [18:16]
4. What does the sermon suggest about the relationship between curiosity and organizational success? [22:43]
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Interpretation Questions:
1. How does Proverbs 1:5 relate to the idea of leaders being students rather than critics? What might this look like in a leadership context?
2. In what ways does James 1:19 encourage leaders to be open to new ideas and perspectives? How can this be applied in a team setting?
3. How does the sermon’s discussion on pride and insecurity connect with 1 Peter 5:5? Why is humility important in leadership? [06:26]
4. What are the potential consequences for an organization if leaders choose to ignore contrarian perspectives? [18:16]
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Application Questions:
1. Reflect on a time when you resisted a new idea at work or in your personal life. What was the underlying reason for your resistance, and how might you approach it differently now? [06:47]
2. Identify a person in your organization or community who often challenges the status quo. How can you engage with them to better understand their perspective and potentially benefit from their insights? [18:16]
3. Consider an area in your life where you feel out of control or lack understanding. What steps can you take to become more curious and less critical in that area? [10:46]
4. Think about a recent idea or suggestion from someone younger or less experienced than you. How did you respond, and what might you do differently to encourage innovation? [15:11]
5. How can you create an environment in your workplace or community that rewards curiosity and experimentation? What specific actions can you take to foster this culture? [22:43]
6. Reflect on your own leadership style. Are there areas where pride or insecurity might be hindering your openness to new ideas? How can you address these issues to become a more effective leader? [06:26]
7. What practical steps can you take this week to listen more actively and be open to learning from others, regardless of their position or experience level? [12:46]
Devotional
Day 1: Embrace a Student Mindset
Leaders are encouraged to adopt a mindset of being students rather than critics. This involves actively seeking to understand new ideas before dismissing them, fostering an environment of learning and growth. By prioritizing a student mindset, leaders can create a culture that is open to innovation and change. This approach not only benefits the organization but also enriches the leader's own development. It requires humility and a willingness to learn from others, regardless of their position within the organization. [12:46]
"Let the wise hear and increase in learning, and the one who understands obtain guidance, to understand a proverb and a saying, the words of the wise and their riddles." (Proverbs 1:5-6, ESV)
Reflection: Think of a recent idea or suggestion you initially dismissed. How can you revisit it with a mindset of curiosity and openness today?
Day 2: Overcome Resistance to Change
Human nature often resists what we cannot control or understand. Leaders must recognize this tendency and consciously choose to be open to new ideas, even if they initially feel threatening or uncomfortable. This openness is crucial for personal growth and the advancement of the organization. By acknowledging and addressing their own fears and insecurities, leaders can create a more inclusive and innovative environment. This requires a deliberate effort to choose curiosity over criticism and to embrace the unknown as an opportunity for growth. [06:47]
"Behold, I am doing a new thing; now it springs forth, do you not perceive it? I will make a way in the wilderness and rivers in the desert." (Isaiah 43:19, ESV)
Reflection: Identify an area in your life where you feel resistant to change. What steps can you take today to embrace this change with faith and openness?
Day 3: Listen to the Next Generation
Innovation often comes from the next generation or those on the fringes of the organization. Leaders should actively invite these voices into the conversation and be willing to take risks on their ideas. By doing so, they can foster a culture of creativity and experimentation. Listening to the next generation not only brings fresh perspectives but also empowers emerging leaders to contribute meaningfully. This approach requires leaders to be open-minded and willing to learn from those who may have different experiences and insights. [15:11]
"Let no one despise you for your youth, but set the believers an example in speech, in conduct, in love, in faith, in purity." (1 Timothy 4:12, ESV)
Reflection: Consider a young person in your life whose ideas you have overlooked. How can you engage with them today to learn from their perspective?
Day 4: Value Contrarian Perspectives
Contrarians, who challenge the status quo, are valuable assets to any organization. Their perspectives can prevent complacency and drive innovation, ensuring the organization remains dynamic and forward-thinking. Leaders should not avoid these voices but rather embrace them as a means to ensure the organization remains dynamic and forward-thinking. By valuing contrarian perspectives, leaders can create a more robust and resilient organization that is better equipped to navigate challenges and seize opportunities. [18:16]
"Faithful are the wounds of a friend; profuse are the kisses of an enemy." (Proverbs 27:6, ESV)
Reflection: Think of someone who often challenges your views. How can you approach them today with an open heart and mind to understand their perspective?
Day 5: Create a Culture of Curiosity
Organizations that reward curiosity and experimentation tend to outperform those that do not. Leaders should create an environment that encourages trying new things and learning from failures, as this is key to sustained growth and relevance. By fostering a culture of curiosity, leaders can inspire their teams to explore new possibilities and push the boundaries of what is possible. This approach not only drives innovation but also creates a more engaging and fulfilling work environment for everyone involved. [22:43]
"It is the glory of God to conceal things, but the glory of kings is to search things out." (Proverbs 25:2, ESV)
Reflection: What is one area in your life where you can cultivate curiosity today? How can you take a small step towards exploring something new or unfamiliar?
Quotes
We naturally resist anything that we can't control because we feel out of control and nobody wants to feel out of control. And we resist things that we initially don't understand. It's just human nature. And the reason control is a factor is that when something new is introduced or worse forced on us, we feel, like I said, we feel out of control. We feel off balance. So we resist in order to maintain or regain our balance. Again, it's just natural and in some instances it's necessary. [06:43]
When our identity or what we perceive gives us worth is tied to accomplishment. A product, an organization, our reputation, or even ideas, anything that threatens those things will feel personal to us. Like a personal attack, again, attack an idea that I've built my reputation or career on, and I feel attack. So what do I do? I'm going to push back, which means I run the risk of pushing back on a great idea because it threatens not my ideas, it threatens me. [07:40]
Great leaders disciplined themselves to choose curious over critic and choose student over expert. And here's the thing, and I just mentioned this. If we don't get that right, if we don't get that right, our initial response to new and untried and unproven has the potential to impact the culture of our departments or our entire organization. So as leaders, we have to check ourselves when we feel that knee jerk reaction to say, that won't work. [10:08]
I will be a student first and a critic second, or not at all. I will be a student first, regardless of how outlandish or crazy or expensive. I will be a student first and a critic second, or not at all. It not at all. I mean, I won't be a critic at all, but I'm definitely going to be a student. In other words, we decide that before I critique something new, I need to commit to understanding it, which means I have to ask questions, not critical questions. [12:56]
The next generation product rarely comes from the previous generation. This is a quote I have written down that has followed me from office to office for years. The next generation product rarely comes from the previous generation, which means we have to listen to the generation coming along behind us. And then also in that same book, he talks about the temptation for leaders, older leaders or successful leaders to want to straddle the ditch. [15:00]
Innovation in any industry generally happens at the edges. So we have to listen to people on the edges of our organization or our industry. That's where the fresh ideas come from. And whenever possible to allow them within the context of an organization to take some risk to fund some projects, fund some things, let them try some things, and then not to punish failure. That's a big no-no. You punish failure of people. Quit. [15:51]
If we're numbering these, don't avoid the contrarians. And you know what I mean by a contrarian? Definitely. They're not just asking hard questions. They come across, they're against everything. And they're not even really negative people. They just see the world differently. And you need those people. And one of the reasons they bring value to a board or to a decision-making environment is they have a tendency to kind of punch holes in our Complacency. [18:06]
You got to have that voice. You got to have those voices. You got to have the right people in the room and who need to aspire to be the dumbest person in the room, not the smartest person in the room. So anyway, don't avoid contrarians. We need all those voices. And don't take it personally. Again, this is when it goes back to what I said earlier, we all have to look in the mirror and ask, is this fear? Is it pride? Is it ego? [21:39]
They give their team members a budget and then time to experiment with ideas. Even if the projects fail, again, they don't penalize failure. The point being, here's an organization that wants the best ideas and the brightest people, and so they reward them with the opportunity to try things and to do things. And all of this flows from the fact that they have attempted to build basically a learning organization or a culture that values learning over just being right all the time. [22:52]
If you think there is resistance to new and innovative in your organization, trust me, there is probably no organization in the world that is more stuck or tends to be stuck in the past and don't do it differently than the church. Because in our world, things are so tied to theology. People feel like you're going against God to mess with certain things, experiment around the edges. The model of how you do stuff becomes a theological issue. [24:16]
If you want to lead an organization that innovates, it starts with you. It starts with your response to ideas. Not that the innovation is your idea, it's your response to those ideas. So you got to remember that when someone brings you a new idea, no matter how crazy it is, be a student first, ask questions, get curious. And when you find something worth testing, then you invest in it. The next big breakthrough. [25:41]
The next big breakthrough. It's not going to come from the people who are guarding the status quo. That never happens. It'll come from those who are willing to learn and experiment and listen. And as leaders, we need to create the space and provide the resources for that to happen. And we're the ones that control the budgets oftentimes. So consequently, that really is up to us. [26:14]
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