CURIOSITY IS KING
Many of us are familiar with the expression “needing to be the smartest guy in the room.” It describes a trait common among people who feel a strong need to be seen by others as the one with all the answers. Unfortunately, it’s also a trait found in many new or even seasoned business owners.
Only rarely does it show up in childish ways like name-calling or acting condescending toward others. Most business leaders, regardless of their tenure, know that won’t get them very far with their people.
Instead, it tends to manifest in more subtle ways.
It can show up in the recruiting process, when an owner avoids hiring talented people for fear of losing loyalty from their current employees or of being challenged in their role. The same can happen when promoting strong performers from within.
It can surface when a leader avoids asking for input from their people because the answers might disrupt the status quo or challenge the owner’s own opinions.
And it can show up even more subtly when a leader feels the need to “one-up” every experience someone else shares. “You think that was wild? Let me tell you about a time when…” Before long, people stop sharing and offering ideas. They stop showing up fully, knowing that nothing they say will quite measure up to the boss’s next story.
Like so many outdated behaviors in leadership, this one has overstayed its welcome. Today, being the smartest person in the room isn’t the asset it once was. In fact, more often than not, it’s a liability.
The value pendulum has swung from being the one with all the answers to being the one who asks the best questions. From certainty to curiosity. Here are a few ways to recognize this shift in action:
They don’t automatically accept the status quo. There’s wisdom in time-tested processes. But no method is foolproof, and even the most sacred rules need to be revisited now and then. There’s a fine line between a path and a rut. Curious leaders know how to walk the path—and spot the ruts.
They actively engage younger generations. It’s easy, especially for veteran owners, to assume younger employees lack the experience to offer much of value for the company. But this thinking is outdated. Every employee, regardless of age or title, brings a different set of life and work experiences to the table. Smart leaders tap into this by asking what employees see, what they’d change. In the process, they often discover not only fresh perspectives but also a stronger team, built on inclusion and trust.
They never stop learning—or questioning. In an information-based economy, retirement isn’t about stepping away from work. It’s about stepping away from learning. And that can happen at any age.
Small businesses tend to stall out when their owners do. When learning stops, so does growth. So yes, learning is good, and in business, it’s also necessary.
The best leaders aren’t the ones with all the answers. They’re the ones still asking questions. Still listening. Still learning. Still growing.
