Curiosity and Critical Thinking

When you’re leading through change, curiosity beats certainty. Adam Grant, one of my favorite thinkers on leadership, puts it well: “Think like a scientist.” That mindset is simple: Start with a hypothesis. Run experiments. Learn from the results. Here’s the liberating part: even if your hypothesis is wrong, you’re not. You’ve just learned something. And the moment you realize you’re wrong, you’re already less wrong than before. That’s how progress actually happens. I find this mindset incredibly freeing. It takes the fear out of uncertainty and replaces it with curiosity. It also helps me get better as a leader. I learn faster, iterate more often, and get to what works sooner. We lean hard into this at HubSpot. Take our approach to AI adoption. We gave every HubSpotter access to AI tools, formed tiger teams, and encouraged people to experiment. That helped us move quickly and separate what truly creates customer value from what doesn’t. As you navigate this year, try letting go of certainty and leaning into curiosity. When you do, change feels less like something to survive and more like something to explore.

My team has stopped asking questions. They now wait for instructions. A leader shared this observation at last Thursday’s Melbourne Business School - Retail & Consumer Goods panel. It perfectly captured the curiosity crisis facing our industry in an uncertain operating environment. In a brilliant conversation with Adam Murphy 🌻 , moderated by Lenny Chudri, GAICD, we explored how to reignite innovation when uncertainty is our new normal. Here is what resonated most: 1. The 5-Question Rule That Changed Everything At a global FMCG giant, we were stuck. Innovation had become theatre, all talk, no breakthrough. So we tried something radical: “Curiosity Time”. Rule: For one hour every Friday, you could ONLY ask questions. No answers. No solutions. Just questions. The first session was painful. By week six? We had identified three breakthrough opportunities worth $5M. 🎯Try this tomorrow: Start your next meeting with 5 minutes of questions only. No answers allowed. 2. When Budget Cuts Forced Our Best Innovation Leading innovation at a major CPG company, I faced a 30% budget cut. Instead of scaling back, we asked: “What would we do if we had 10% of the budget?” That constraint forced us to partner with suppliers in ways we never imagined. We reduced a 12-18month innovation cycles to 3 months. The result? Our most successful launches that decade. Key insight: Every constraint hides an opportunity. 🎯 List your top 3 constraints right now. Pick one. Ask “How might this force us to be brilliant?” 3. The $8M Mistake That Taught Me Everything Years ago, I led a “perfect” innovation project. Great consumer research. Flawless execution. It failed spectacularly. Why? We had curiosity at the top but killed it everywhere else. Only 24% of employees feel curious at work, yet curiosity increases creativity by 34%. That gap is your innovation problem. At my next role: We measured “learning velocity” alongside EBIT. We celebrated fast failures publicly. We made questioning as important as delivering. 🎯 Your move: Ask your teams: “What are we pretending not to know?” Then actually listen. After commercialising 1,200+ innovations globally, from establishing industry-first research hubs, I know this: Curiosity is not a nice to have. It is your sustainable competitive advantage. Sharing this handy question. ❓If your biggest competitor had your constraints but twice your curiosity, what would they do differently? Some 📸 from an inspiring evening of #learning and #unlearning. Lenny Chudri, GAICD Adam Murphy 🌻 Innovation Gamechangers University of Melbourne Melbourne Business School #curiosity #innovation

If I were building a future-ready team or career today, these are the skillsets I’d invest in—because they’re becoming non-negotiable: 1. Cognitive and Critical Thinking Skills 90% of executives believe that employees with strong problem-solving and critical thinking skills will become more valuable as AI advances. (IBM Institute for Business Value) Systems Thinking → Choose a recurring problem at work and diagram all the people, tools, and processes involved using Miro. Look for one unseen link or feedback loop that might be the real source of friction. First-Principles Thinking → Take a common assumption in your field (e.g., “Clients want speed over depth”) and ask: Why? Is that always true? What if the opposite were true? Challenge it until a new solution emerges. Cognitive Flexibility → Spend one hour each week exploring a field outside your own—read a design blog if you’re in finance, or a scientific paper if you’re in marketing—then ask how that lens might shift your current project. Data Interpretation & Judgment → Next time you use AI for data analysis, don’t just look at the outputs. Write down what you conclude—and what decision you would make if the AI’s results were wrong. 2. Identity and Self-Management Self-management skills drive a 23% boost in productivity (ResearchGate) Self-Awareness & Brand Alignment → Google yourself, read your LinkedIn bio, and check your last 5 emails or Slack threads. Then ask: Would I hire or trust this version of me? Rewrite one piece of your digital identity to better match your values. Emotional Intelligence (EQ) → Set a daily timer at 2PM. When it goes off, take 60 seconds to name how you feel and why—no fixing, just naming. Over time, patterns will emerge that you can actually work with. Attention Management → Block 90 minutes a day for deep work. During that time, turn off notifications, set your phone across the room, and write down one thing you want to think through—no multitasking allowed. 3. Creativity & Storytelling 60% of CEOs say creativity is the most important leadership quality, more than integrity or global thinking. (IBM Global CEO Study) Narrative Crafting → Use AI to generate a rough outline or draft of a story, pitch, or proposal. Then rewrite it by adding personal anecdotes, unique insights, and contextual nuance that only you could bring. Design Thinking → Ask a customer, colleague, or end user: “What’s the most frustrating part of this process for you?” Sketch one solution on paper—even if it’s messy—and test it with them tomorrow. Idea Synthesis → Choose one article from science, one piece of art, and one business trend. Write a paragraph connecting them into a single insight. This mental exercise builds the muscle of innovation. Which of these skills are you already building? Which one’s next on your list? Let me know in the comments! #AI #CognitiveSkills #DigitalPresence

A CMO pulled me aside after a meeting. “What did you think about our junior marketing manager?” she asked. Background: A PE firm brought us in to optimize the company’s marketing. This person’s performance was under review. These conversations can be sensitive. Acquisitions bring pressure to "clean house." But after I acknowledged this person’s relative inexperience, I said: “But that’s okay, because they’ve got something far more valuable: genuine curiosity and sharp critical thinking skills. Those are qualities you can't easily teach.” I explained that in every meeting so far, they showed up prepared with pointed, insightful questions, and thoughtful suggestions for campaign optimization. Most importantly, they were humble, and never pretended to know something they didn’t. “That was super helpful,” the CMO said. “Thank you.” (They’re keeping their job🤞) Anyway, here’s the takeaway: Intelligence is being commoditized by AI. Knowledge has never been more easily accessible. You can get Deep Research to generate a 30-page report about something you know nothing about. Then you can use AI to dig deeper and quiz you until you really understand it. That means what matters more than ever is: the humility to acknowledge what you don’t know, the desire to fill that gap because you love learning new things, and the agency or will power to keep pushing even when the going gets tough. And naturally, the ability to critically assess if the information you’re ingesting is accurate and useful or not. Bottom line: I’d rather hire the young, hungry candidate full of gumption vs. the know-it-all who refuses to update their knowledge and pushes back against constructive criticism. And I predict that it’s only a matter of time until EVERY employer feels the same.

Critical thinking sounds simple. In practice, it's rare. A few years ago, a CEO confidently believed his company was untouchable. His clients would never leave—it was too expensive for them to switch. Within weeks, Procter & Gamble walked away. The CEO was stunned. But according to Helen Lee Bouygues he shouldn’t have been. In her 2019 Harvard Business Review article, she shares ideas that are so relevant today. For some time, businesses have faced the same root problem: a lack of critical thinking. Leaders jump to conclusions, reinforce their own biases, and assume their past success guarantees future wins. They don’t take the time to reason through issues from multiple perspectives. Though often lacking, critical thinking is a skill that can be learned and strengthened. Here are three essential ways to sharpen it: (1) Question assumptions – Just because something has worked in the past doesn’t mean it will in the future. Challenge beliefs, gather data, and step into your customers' shoes. (2) Reason through logic – Don't overgeneralize or rely on flawed cause-and-effect assumptions. Scrutinize the chain of reasoning behind decisions. (3) Seek out diverse perspectives – Surrounding yourself with like-minded people creates blind spots. Engaging with different viewpoints strengthens thinking and avoids groupthink. In a world of constant change—where leaders are making high-stakes decisions about emerging technologies like AI—critical thinking is no longer optional. It’s such an important skill. #Leadership #CriticalThinking #AI #DecisionMaking #Perspectives #Learning https://lnkd.in/eNfAaWf8

Stop. Curiosity as a job requirement!?  I vividly recall one of my early recruitment experiences.  A corporate hiring manager came back to me after interviewing a strong candidate. Skills? On point. Experience? Strong fit.  Anticipating enthusiasm, I instead heard:   "𝘛𝘩𝘪𝘴 𝘤𝘢𝘯𝘥𝘪𝘥𝘢𝘵𝘦 𝘴𝘶𝘳𝘦𝘭𝘺 𝘤𝘢𝘯 𝘥𝘰 𝘵𝘩𝘦 𝘫𝘰𝘣 𝘣𝘶𝘵 𝘩𝘢𝘴 𝘯𝘰 𝘶𝘱𝘸𝘢𝘳𝘥 𝘱𝘰𝘵𝘦𝘯𝘵𝘪𝘢𝘭. 𝘛𝘩𝘦𝘳𝘦 𝘸𝘦𝘳𝘦 𝘯𝘰 𝘴𝘪𝘨𝘯𝘴 𝘰𝘧 𝘤𝘶𝘳𝘪𝘰𝘴𝘪𝘵𝘺."  I paused.  Sure, I had noticed they were serious, down-to-earth, and incredibly hands-on. But no curiosity?  Then it clicked.  Curiosity is not a 𝘯𝘪𝘤𝘦-𝘵𝘰-𝘩𝘢𝘷𝘦. It’s a key indicator of growth potential. It’s what drives people to ask questions, challenge assumptions, and explore new ways of thinking.  Without it, careers (and businesses) can not be successful. So now, when assessing talent, I always try to understand: • Do they seek to understand beyond what is required? • Do they demonstrate a hunger to learn and grow? • Do they ask insightful questions? Because in the long run, potential beats full fit. I often share this with executive talent - I do not hire for one role (only). I hire for a career journey. What do you think? Have you seen curiosity (or the lack of it) make or break a career?

The biggest thing I look for in leaders? Curiosity. It's about slope, not intercept. In high-growth companies, the single most predictive trait of leadership success isn't experience—it's curiosity. During interviews, I listen carefully for signals. When candidates repeatedly say "I have experience doing this and that" or "I know how to do this," that's actually a red flag. They're too indexed on what they believe they already know, too opinionated about their past experiences. What I'm really searching for are the leaders who say: ➝ "Here's how I think about learning" ➝ "This is how I quickly understand what's true about your customers" ➝ "Here's how I take my experiences to formulate questions" One of the biggest challenges in high-growth environments is leader turnover. Even at FERMÀT, we've experienced this pain point. Curiosity can't be a temporary state. It must be present from day one and continue evolving as the company grows. The strongest leaders maintain their learning slope regardless of how senior they become. When evaluating your next leaders, don't be dazzled by their knowledge today. Instead, assess how they approach what they don't yet understand—that's where true leadership value emerges.

I interview candidates every day as a recruiter. And there is one small moment that tells me a lot about a candidate. It happens when they speak with the recruiter and ask their questions. Most candidates ask things like: • “What’s the culture like?” • “Do you think I’m a good fit for the role?” • “Can you tell me more about the hiring manager?” These questions are completely fair. But after hundreds of conversations, you start to notice a pattern. The candidates who seem genuinely curious about the role tend to ask very different questions. Instead of general questions, they try to understand the context behind the role. For example: • “How long have you recruited for this team and what has it been like working with this hiring manager?” • “Can you walk me through the full interview process and what I should expect at each stage?” • “What are the three most important qualifications the hiring manager is looking for?” • “What common mistakes have you seen candidates make in this process?” • “Is there anything in my background that you think I should be ready to address?” Sometimes they go even deeper. • “What have you noticed about candidates who ended up receiving offers from this team?” • “What is the hiring manager really looking for beyond the job description?” • “Why has this position become available?” • “What timeline is the hiring team working toward to make a decision?” • “What is one thing I can prepare that would make a difference for the upcoming interview?” These questions tend to shift the conversation. They show the candidate is already thinking seriously about the role. They also help the candidate understand whether the opportunity is actually the right fit. The recruiter conversation is often treated as a quick step in the process. Sometimes candidates do not even treat the recruiter conversation like an interview, which is a mistake. If you do not pass the recruiter screen, the process usually ends there. But good candidates treat it as a chance to gather insight, prepare for the rest of the interview, and start building rapport with the recruiter. Curious to hear from others. 👉 What is one thoughtful question you like to ask when speaking with a recruiter?

If you think it’s only a matter of time before AI thinks faster and better than you, it’s time to think again. Here are three tips on where to focus 👇 ❶ Focus on learning how to think As in the two previous editions of World Economic Forum’s Future of Jobs Survey, analytical thinking is the top core skill for employers in 2025. Creative thinking ranks fourth, and systems thinking is number 12. But while it may be useful to define and distinguish between different thinking skills when surveying what employers find important, it does not improve your ability to think. So, instead of focusing on the analytical or creative part of thinking, focus on the thinking part. ❷ Focus on what there is to think about In “What Calls for Thinking?”, Heidegger said that for centuries, we have "acted too much and thought too little.” He was well aware of the general opinion that “what is lacking is action, not thought,” but he warned that action without thought is driven by the wrong things. Instead of getting distracted by all the ‘interesting’ things competing for your attention, focus on thinking about and acting on the problems that have long-term impact and can’t be solved with a quick AI prompt. ❸ Focus on who you can practice thinking with Thinking in the sense Heidegger spoke of is not a skill that can be replicated or taken over by AI. Why? Because AI doesn’t have the kind of problems that call for thinking. AI doesn’t need three tips on where to focus to get the top core skill in 2025 right, because it doesn’t pay a price if it gets it wrong. We do. You and I. The humans who cannot do several things at the same time and therefore have to choose how, on what, and with whom we spend our time and energy. Making the wrong choices can cost us humans dearly in terms of lost job opportunities, personal development and ultimately quality of life. That’s why we care about top core skills and getting the right things right. And that’s why we can only practice thinking with other humans who care about and fear the same things we do. "3 Tips To Improve Your Critical Thinking Skills In The Age Of AI" is the first in what I believe will be a series of articles on critical thinking. If you have any thoughts, ideas, or input for the series, please let me know 💛 Full Forbes article: https://lnkd.in/dh6__W7h