Retail Observer

RETAILOBSERVER.COM APRIL 2022 30 I 'll age myself here, and say that as I was pondering the importance of curiosity in an organizational journey, and ultimately a culture, Olivia Newton John's '80s pop hit "Let's Get Physical" infiltrated my brain. (Search for it; you might curse me for its catchy aerobics- inspired tune, or you might go in search of your long-lost leg warmers.) Anyway, I've long talked with my clients about the fine line between confidence and arrogance, and why we want the former and detest the latter. A confident leader is sure, grounded, embodied. We want to listen to or follow them because they make us feel confident in ourselves and they are open to us. An arrogant leader, although often having confidence, has no space for growth, development or evolution – because they already know everything. They shut us down, and often, despite their knowingness, miss invitations to innovation and creativity in their organizations. The differentiator is curiosity, and dare I say, wonder. One of my favorite essays of all time is David James Duncan's "Wonder. Yogi. Gladly.," where, after being asked by an upcoming audience, he shares his surprising personal faith roots. He says, "Philosophically speaking, wonder is crucial to finding knowledge, yet it has everything to do with ignorance. Only an admission of ignorance can open us to fresh knowing." And also, "Punctuationally speaking, wonder is a period at the end of a statement we've long taken for granted, suddenly looking up and seeing the sinuous curve of a tall black hat on its head, and realizing it was a question mark all along." Ah! What would our company roundtables and townhalls be with a splash of wonder? So much more interesting and invigorating, yes? Often, we don't ask enough questions. We aren't curious, we don't wonder about _______ (fill in the blank). Beautiful Questions are expansive and invite us in. That's the sort of question we want, as leaders, to pose to our teams. We can ask questions that are limiting, dull, accusing, but those won't get anyone to wonder or to take that vulnerable leap into coming up with a new idea or sharing a wild solution. Here's the thing on which I'd be willing to place a bet: all the wisdom you need to solve all the problems in your organization is likely already there. To be certain, this might sound like bad news for consultants and coaches – those external experts – but not the good ones. They know this, too. The most important thing to ask is good questions to engage the robust conversations. And often, to listen to voices that are not normally heard. Try this: Identify the Top Three issues, obstacles or problems you see as obstructing your team or organization being the best version of itself. "Best version" means you're fulfilling your mission and purpose, you're living your values, and you're meeting your measurable goals (whatever they are). Define that clearly, so we know what aspirational success looks like, then go and create spaces and places to get curious, to wonder. Often, I see organizations, in the name of speed, race past this type of inquiry. They incorrectly believe that if they listen to the ideas and voices they've always listened to, they'll grow, or build upon, the top of old ideas. But what if it's not linear? Or hierarchical? What if the most creative, innovative route isn't, after all, a straight line? Good questions and active curiosity can sound like skepticism from some. Cynicism in the face of new ideas is just fear wearing a cloak of doubt. The missing ingredient is wonder, open and filled with possibility. This is not to say we don't eventually want to vet our ideas, assess and evaluate. But do that too soon, and there's a whole world not considered, a universe ignored, money left on the table. Here are four questions I like to pose for any idea or suggestion someone might posit: 1. How is this relevant? 2. What other questions arise? 3. What's here for me/us? 4. How could I/we use this? You don't give up your expertise or experience by letting go of what you think you know for sure. In fact, you might find something never considered exactly that way before. But you need to ask. You need to be willing. "Let's get curious . . . curious . . . curious . . . " LET'S GET CURIOUS: YOUR TEAM MIGHT KNOW THE ANSWER ALREADY Libby Wagner Culture Coach RO Libby Wagner, author of The Influencing Option: The Art of Building a Profit Culture in Business, works with clients to help them create and sustain Profit Cultures www.libbywagner.com

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