a day ago
Curiosity: A Leadership Advantage AI Still Can't Replicate
AI can process millions of documents in the time it takes your team to open one. It writes memos, drafts code, and refines strategy in seconds.
As AI reshapes decision making, the essential leadership focus shifts to amplifying what humans do best.
That strength lies in curiosity—a disciplined practice of noticing what's missing, challenging assumptions, and exploring ambiguity even when moving forward quickly feels easier.
What AI Misses
AI recognizes patterns. It predicts based on what already exists. But it doesn't understand why something matters. It can't read the room. It won't ask if we're solving the right problem or just doing it faster.
Curiosity fills that gap. It connects dots others miss. It shifts focus from urgency to significance.
And when environments change quickly, that shift is critical. The biggest risk isn't choosing wrong. It's executing flawlessly in the wrong direction.
Curiosity sharpens judgment. It reframes dissent. It makes leaders more coach than enforcer. It's a way of working that gets stronger with practice—and more valuable as AI gets better at everything else.
How Curious Teams Work
Curious teams test before declaring. They listen for the unspoken. They recover faster because they keep moving forward—not because they always knew where to go.
When Satya Nadella took over at Microsoft, the company was confidently certain. He told his team to shift from 'know-it-all' to 'learn-it-all.' That shift wasn't branding. It cleared the path for a $13 billion OpenAI partnership and more than tripled the company's market value to $3.74 trillion as of mid-2025.
At Amazon, Jeff Bezos built around what he called Day 1 mentality: stay curious, move fast, stay focused on long-term bets. It's how the company keeps launching billion-dollar businesses three decades in, with 2024 revenue at $638 billion.
And in 2020 during a time of international crisis, Pfizer asked a different question: 'Why not this year?' Project Light Speed tore up standard timelines, tested mRNA approaches others overlooked, and delivered an authorized COVID-19 vaccine in nine months, shattering the previous four-year record.
These successes highlight curiosity's power, yet many organizations struggle to sustain it.
Why Curiosity Gets Squeezed Out
Speed leaves no space. Metrics reward action over insight. And the more expertise we gain, the harder it becomes to ask naïve questions.
Leaders don't mean to kill curiosity. But in environments built for output, questions start to feel like friction.
How to Make Curiosity Operational
Track it.
Don't just celebrate wins. Track what questions got asked. End meetings by asking what stood out or was missed—like Nadella's cultural prompts.
Fund exploration.
Before greenlighting a project, ask: What assumption are we testing? Give teams the space to prove or disprove it, as Pfizer did with timelines.
Schedule time to think.
Block time—without deliverables—for learning and discussion. Use prompts. Keep devices out. Make it part of the job, not extracurricular, echoing Amazon's Day 1 mindset.
Why This Matters Now
AI will continue to outperform us at speed, recall, and precision. That gap will only grow.
But it won't ask the question behind the question.
It won't challenge a goal just because the world changed.
It won't feel what customers feel—or care when something's missing.
That's what people do. But only if we protect the conditions that make it possible.
Curiosity is what keeps teams relevant when the rules change. It needs room to operate—and that's a leadership choice.
