Curiosity in Leadership: The Power of Asking the Right Questions
Debbie Morrison • October 8, 2023

The qualities that define good leadership are shifting. No longer are leaders judged solely on their ability to implement a vision; the modern executive is a constant learner, driven by an innate sense of curiosity. As markets change and new technologies emerge, curiosity — the drive to ask questions and seek out new perspectives — is proving to be a pivotal trait for innovation and sound decision-making.


The Economic Mandate for Curious Leadership

The digital revolution, globalisation, and unprecedented global challenges (like complex supply chains and inflation bought on by the events of the war in Ukraine) have reshaped economies and business strategies.  A report from McKinsey & Company suggests China’s slowing economic activity is the second most-cited risk to the global economy, with 52 percent of Asia-Pacific respondents saying it’s a concern.


Furthermore, the very nature of work itself has changed irrevocably.
McKinsey & Company’s State of Organizations Survey suggests that more than half of respondents believe remote work will become more common (leaders, managers, and employees are still grappling with the effects of this broad behavioural upheaval. Organisations have been forced to reexamine foundational norms: Where do employees work? When do employees work? How do employees work? 


Indeed, according to
McKinsey, surveyed leaders across Asia-Pacific view their economic outlook as less positive than it was 6 months ago suggesting further challenges as we move into 2024. But what has this got to do with curiosity?


According to a recent
Harvard Business Review article, companies led by curious leaders are 30% more likely to encourage risk-taking in the pursuit of innovation. Moreover, these companies were found to have a 10% higher growth rate compared to their less-curious counterparts. Can curiosity really provide a competitive edge?


Why Curiosity?

But why does curiosity matter so much? At its core, curiosity is about wanting to know more. It’s about confronting what you don't know, and not just relying on what you do. In leadership, this translates to a few key benefits:

  • Enhanced Decision-making: By seeking diverse perspectives, curious leaders reduce their blind spots. They're less likely to be caught off-guard by shifts in the market or changes in customer behaviour.
  • Stimulating Innovation: Curious leaders are always on the lookout for the next big thing. Their natural inclination to explore often leads to unique and groundbreaking solutions.
  • Building Better Teams: Leaders with a curious mindset value diversity and understand that different experiences and perspectives lead to richer discussions and more comprehensive solutions.


Spotting Curiosity in Leadership Candidates

So, given the importance of curiosity, how can boards and hiring managers identify this trait in potential candidates? Here are a few strategies:

  • Behavioural Interviewing: Instead of asking candidates to simply list their accomplishments, ask them to narrate a situation where they had to learn something new to solve a challenge. Their approach to unfamiliar territory can be quite revealing.
  • Recommendations and References: Often, colleagues and direct reports can offer insights into a leader's inquisitiveness. Does the candidate foster an environment where questions are encouraged?
  • Continuous Learning Indicators: A history of pursuing additional courses, certifications, or self-initiated projects can be indicative of a curious mind.


Cultivating Curiosity

If you're a leader looking to enhance your curiosity quotient, here's some good news: curiosity can be cultivated. Here's how:

  • Adopt a Growth Mindset: Coined by Carol Dweck, a psychologist at Stanford University, a growth mindset champions the belief that abilities and intelligence can be developed. Embrace challenges, persist in the face of setbacks, and understand that effort is the path to mastery.
  • Diversify Your Inputs: Read books, attend seminars, or listen to podcasts outside of your domain. Cross-pollinating ideas from various fields can offer fresh perspectives.
  • Encourage Questions: Cultivate an environment where team members feel comfortable challenging the status quo. The next big idea could come from an unexpected place.
  • Engage in Reflective Practices: Allocate time for introspection. Journaling, meditation, or simply taking a walk can offer the mental space required to connect disparate ideas.


The FMCG business landscape is one of volatility, uncertainty, complexity, and ambiguity. In such an environment, curiosity isn't just an asset; it's a necessity. The willingness to question, to probe, and to seek new horizons is what will differentiate the next generation of visionary leaders.


By valuing curiosity — both in themselves and in their teams — leaders are not only fostering a culture of innovation but are also ensuring that their organisations remain resilient and agile in the face of ever-changing economic winds. The leading FMCG brands are in the hands of those who stay curious, and lead with questions. 


A group of business people are walking in front of a city skyline.
By John Elliott July 18, 2025
Australia’s FMCG sector is confronting a leadership crisis. CEO turnover is accelerating, succession pipelines are underdeveloped.
By John Elliott June 26, 2025
You don’t hear about it on the nightly news. There’s no breaking story. No panic. No protests. Just rows of vegetables being pulled out of the ground with no plan to replant. Just farmers who no longer believe there’s a future for them here. Just quiet decisions — to sell, to walk away, to stop. And if you ask around the industry, they’ll tell you the same thing: It’s not just one bad season. It’s a slow death by a thousand margins. 1 in 3 growers are preparing to leaveIn September 2024, AUSVEG released a national sentiment report with a statistic that should have set off alarms in every capital city: 34% of Australian vegetable growers were considering exiting the industry in the next 12 months. Another one-third said they’d leave if offered a fair price for their farm. Source: AUSVEG Industry Sentiment Report 2024 (PDF) These aren’t abstract hypotheticals. These are real decisions, already in motion. For many, it’s not about profitability anymore, it’s about survival. This isn’t burnout. It’s entrapment. Behind the numbers are people whose entire identity is tied to a profession that no longer feeds them. Many are asset-rich but cash-poor. They own the land. But the land owns them back. Selling means walking away from decades of history. Staying means bleeding capital, month by month, in a system where working harder delivers less. Every year, input costs rise, fuel, fertiliser, compliance. But the farmgate price doesn’t move. Or worse, it drops. Retail World Magazine reports that even though national vegetable production increased 3% in 2023–24, the total farmgate value fell by $140 million. Growers produced more and earned less. That’s not a market. That’s a trap. What no one wants to say aloud The truth is this: many growers are only staying because they can’t leave. If you’re deep in debt, if your farm is tied to multi-generational ownership, if you’ve invested everything in equipment, infrastructure, or land access, walking away isn’t easy. It’s a last resort. So instead, you stay. You cut your hours. Delay maintenance. Avoid upgrades. Cancel the next round of planting. You wait for something to shift, interest rates, weather, prices and you pretend that waiting is strategy. According to the latest fruitnet.com survey, over 50% of vegetable growers say they’re financially worse off than a year ago. And nearly 40% expect conditions to deteriorate further. This isn’t about optimism or resilience. It’s about dignity and the quiet erosion of it. Supermarkets won’t save them, and they never planned to In the current model, supermarket pricing doesn’t reflect real-world farm economics. Retailers demand year-round consistency, aesthetic perfection, and lower prices. They don’t absorb rising input costs, they externalise them. They offer promotions funded not by their marketing budgets, but by the growers’ margins. Farmers take the risk. Retailers take the profit. And because the power imbalance is so deeply entrenched, there’s no real negotiation, just quiet coercion dressed up as "category planning." Let’s talk about what’s actually broken This isn’t just a market failure. It’s a policy failure. Australia’s horticulture system has been built on: Decades of deregulated wholesale markets Lack of collective bargaining power for growers Retailer consolidation that has created a virtual duopoly Export-focused incentives that bypass smaller domestic producers There’s no meaningful floor price for key produce lines. No national enforcement of fair dealing. No public database that links supermarket shelf price to farmgate return. Which means growers, like James, can be driven into loss-making supply contracts without ever seeing the true economics of their product downstream. But the real silence? It’s from consumers. Here’s what no one wants to admit: We say we care about “buying local.” We say we value the farmer’s role. We share those viral posts about strawberries going unsold or milk prices being unfair. And then we complain about a $4 lettuce. We opt for the cheapest bag of carrots. We walk past the "imperfect" produce bin. We frown at the cost of organic and click “Add to Cart” on whatever’s half price. We’re not just bystanders. We’re part of the equation. What happens when the growers go? At first, very little. Supermarkets will find substitutes. Importers will fill gaps. Large agribusinesses will expand into spaces vacated by smaller players. Prices will stay low, until they don’t. But over time, we’ll notice: Produce that travels further and lasts less. Fewer independent growers at farmer’s markets. Entire regions losing their growing identity. National food security becoming a campaign promise instead of a reality. And when the climate throws something serious at us, drought, flood, global supply shock, we’ll realise how little resilience we’ve preserved. So what do we do? We start by telling the truth. Australia is not food secure. Not if 1 in 3 growers are planning to exit. The market isn’t working. Not when prices rise at the shelf and fall at the farmgate. The solution isn’t scale. It’s fairness, visibility, and rebalancing power. That means: Mandating cost-reflective contracts between retailers and suppliers Enabling collective bargaining rights for growers Building transparent data systems linking production costs to consumer prices Introducing transition finance for smaller producers navigating reform and climate pressure And holding supermarkets publicly accountable for margin extraction But more than anything, it means recognising what we’re losing, before it's gone. Final word If you ate a vegetable today, it likely came from someone who’s considered giving up in the past year. Not because they don’t care. But because caring doesn’t pay. This isn’t about nostalgia. It’s about sovereignty, over what we eat, how we grow it, and who gets to stay in the system.  Because the next time you see rows of green stretching to the horizon, you might want to ask: How many of these fields are already planning their last harvest?