Tag: Curiosity

Curiosity – the ingredient for success

Building resilience and curiosity are integral to the delivery of successful change. They embody human and emotive issues and, as a result, create a critical need to focus on mindset in order to establish a foundation for acceptance of change. This involves constantly breaking down mental barriers in order to establish trust and genuine connection, necessitating emotionally intelligent leadership and an adaptive approach to engagement. Adopting an agile mindset and ultimately a questioning culture within teams will drive high performance underpinned by collaboration, innovation and diversity within an organisation. Curiosity is the foundation of an agile mindset; it is a shared way of thinking that drives both personal growth and organisational development by focusing on the ‘why’ in different and often unexpected situations.

One of the principle reasons curiosity is integral to the agile mindset is that often organisations operate in a state of ambiguity. The adage that past behaviour predicts future performance is increasingly outdated. Performance, including commercial success, is not straightforward as many organisations currently working towards new business models would recognise; however, it can still be tempting to interrogate outdated data or hold strong beliefs based on old assumptions. The mind is powerful, and the way in which we frame our perception or expectation from a situation is heavily influenced by our past patterns of thinking and behaviour. Curiosity is a trait that can be learnt, applied and practiced in order to be open to new possibilities, allowing progressive change and evolution in an organisation to unfold.

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Unexpected Outcomes

When going on holidays, most of us have some kind of plan and or things we would be interested in seeing; experiencing or doing.  At one extreme, some people plan their holidays with ‘laser precision’ – organising daily accommodation; restaurants and activities.  While others may know the towns or cities they will visit – and that’s about it. Whichever approach, travel leads to both expected and unexpected (my favourite) outcomes.

Unexpected outcomes also come about when we are coaching individual leaders. When coaching an individual, we often start with a diagnostic [to gain data], and as an input to the development objectives.  During the six to 12-month coaching program we work with the individual to ensure that development objectives are met (if not exceeded).  And often, the coaching program leads to unexpected outcomes.

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Topping Up My CQ

How I Topped Up My Curiosity Quotient and The Benefits I Got

I have just returned from a long weekend at Boodjamulla National Park (340 km northwest of Mt Isa in Queensland, Australia). The weekend involved a combination of walking; canoeing; boating; learning and meeting new people (as well as a lot of driving on unsealed roads). This was the perfect opportunity to top up my Curiosity Quotient (CQ).

I had found work and life had depleted my CQ. The symptoms of this depletion included: a lack of ideas; reduction in my desire to learn; a leaning towards routine and simple tasks; and a feeling of unease with ambiguous situations. It was time to take action – to “top up my CQ”.

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Find your tribe, Love your tribe!

Finding your tribe, the people who walk to the same beat as you, are the ones who bring out the best in you. They may actually bring out more than you even realise you have.

I am a member of a fabulous tribe of engaging, creative, brave, successful people; my local tribe is in Brisbane, and our tribe is a part of a worldwide tribe that brings amazing people together to share amazing experiences.

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Always Learning

I had a few hours between clients while in the regional New South Wales town of Lismore. I decided to use my time wisely and go to the local library (rather than a coffee shop) to get some work done (instead of drinking copious amounts of coffee that I don’t need!).

I was really impressed by the number and variety of people who were in the library.  No one was wasting time. They all appeared to be learning – either on the computers or reading the books/journals.

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