In writing this article, I wish to acknowledge the additional inspiration I got on this component of corporate self-discipline. Yesterday, I was privileged to hear Mrs. Syreeta Mlongoti – Chitengi speak about her journey as a corporate leader. I found that I could totally relate to her insights on how she described curiosity as a “superpower”. Whereas, prior to the experience with her, I saw curiosity as a pivotal component of discipline for this series of articles, I had not attached the potency she gave it when she spoke to us.

She explained that inquiring into reasons for the status quo and what else could be learned in every situation was the one of the key drivers for growth. She pointed out that certain culture sometimes had the tendency of attempting to suppress curiosity through those who felt bothered by “too many questions” coming from learners, for instance.

Being curious as a corporate actor allows you to test your value sets, increase your resolve in a certain trajectory and enhance your articulation and ability to draw distinctions where necessary.

Therefore, in organizational operations, an actor who is curious has the ability to increase efficiency, stimulate change and adapt. In the context of discipline and leadership, curiosity is essential as it is necessary for deliverables such as organizational transformation. To achieve transformation, even the vision carrier must have an attitude to face the possibility that their vision may take a turn from the previous calculations and be able to patiently inquire into the new sphere that has presented itself.

Encouraging teams to exercise curiosity as they interrogate ideas, proposals and submissions is healthy and enhances the quality of output as a result of the aforementioned testing mechanisms that it comes with. Teams will understand issues with more depth and embrace them as their own , thereby providing strong support!

Be curious as we continue to share!