From Certainty to Curiosity: The Hidden Skill That Defines Great Leaders
The illusion of open-mindedness
Many professionals pride themselves on being open-minded. Yet, in practice, few of us remain genuinely curious when confronted with views that challenge our own.
According to a recent Harvard Business Review article, curiosity is not binary—it’s a spectrum. We move through distinct zones ranging from self-righteous disdain (“I can’t stand them!”) to fascinated wonder (“I want to learn more from them!”).
Understanding where we stand on this spectrum can be a powerful tool—not only for leadership development but also for how we assess and select talent.
Why curiosity matters in executive search and leadership advisory
In executive search, success depends on more than credentials or performance metrics. The best leaders—and the advisors who identify them—share one quality: genuine curiosity.
Curiosity fosters better conversations. It challenges assumptions, deepens understanding, and uncovers the “why” behind a candidate’s story. It’s the mindset that allows a search consultant to see potential others might overlook, and to match not only on experience but also on values, vision, and emotional intelligence.
By contrast, operating from a place of certainty—even confident dismissal—can narrow our perspective. When we assume we already know who fits, we risk missing exceptional, unconventional talent.
The zones of certainty and curiosity
The HBR visual illustrates six key zones:
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Self-righteous disdain – “I can’t stand them!”
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Confident dismissal – “I’m right.”
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Skeptical tolerance – “I think they’re wrong, but I’ll hear them out.”
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Cautious openness – “They might know something worth finding out.”
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Genuine interest – “I truly want to understand their views.”
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Fascinated wonder – “There’s so much I want to learn from them.”
Moving just one step toward curiosity can transform how leaders connect, how teams collaborate, and how organizations make hiring decisions.
How leaders can cultivate curiosity
In leadership advisory, we often encourage executives to practice curiosity over certainty. Here are three practical ways to do it:
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Pause before judging. When a viewpoint feels “wrong,” ask yourself what experience might lead someone to hold it.
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Ask better questions. Replace “Why would they do that?” with “What do they see that I might not?”
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Create psychological safety. Teams innovate more when they know curiosity won’t be punished by criticism or hierarchy.
The power of unlearning
In a rapidly evolving business world, the challenge is not merely to know more—it’s to unlearn faster. The ability to step back, question assumptions, and remain intellectually humble is now a defining trait of modern leadership.
At Macbeth International, we see this mindset as essential. Whether advising boards, conducting leadership assessments, or supporting executive transitions, we believe curiosity is what separates good leaders from extraordinary ones.
Final reflection
Which zone do you tend to operate in when someone disagrees with you?
And what would it take to move just one step closer to curiosity?
