ABSTRACT
Curiosity is one of those things-like being strategic or listening-that we talk about a lot, and that we all pretty much say is a good thing . . . but beyond that, we don’t really agree on what it means or how to do it. I’ve often heard executives say, “I’m deeply curious,” but then when I observe their behavior, I realize that they think “being curious” means either wanting to know every detail of the things they’re responsible for (which, sadly, generally means that
person is micromanaging) or having a deep interest in a couple of things (antique cars, say, or designer footwear).
