A few years ago, I had the opportunity to lead quality control for a larger pharma company.
It was an interesting role as I interfaced with every manufacturing site in the network.
Each site was different, and some were more demanding than others.
During this time, there was one more demanding manufacturing site.
I remember one of our managers, saying to me, that manufacturing site has problems and is a mess.
I turned to the manager (one of my direct reports), and had an “ah hah” moment. I shared, “you know, I’ve thought that as well. But what I’m realizing, is what we’re actually saying is that site has problems, but we’re not going to help”
Around the same time, I had read Change Your Questions Change Your Life by Marilee Adams. It’s a great book to challenge your perspective and understand the difference between curiosity and judgment.
With curiosity, you’re more likely to understand but with judgement, it creates a downward spiral.
What I realized is that by judging a manufacturing site, a group, or a person, I’m also saying I’m not willing to help. I’d rather point out their issues and not do anything.
When I think about our clients, I see leaders at any level run a risk, it’s easy to judge or blame others. This can include peers, direct reports, or entire teams.
But you’re putting yourselves and the company at risk.
Judging prevents action and improvements, accepts the situation, and becomes and subtle excuse for inaction.
But if leaders are curious, and ask why others are struggling, you then can understand the issue, enabling action and progress.
I see this repeatedly with clients, those that utilize curiosity instead of judgement, are more likely to move from planning to action and in turn, make progress.
Leaders who lean in on judgment, are more likely to stall in planning and discussions and delay action. I’ve heard leaders question the commitment of other leaders, instead of asking why they are struggling.
This is why in our workshops and client engagements, we focus heavily on the power of curiosity, to enable growth as inspirational leaders.
Circling back to the role in quality control. I know that each manufacturing site is under incredible pressure to perform at a high level.
When you make life saving medicines, your patients are depending on you for high quality and timely delivery.
But at the same time, the fast pace and high expectations can enable judgement versus curiosity.
It’s easier and faster to cast blame and unfortunately, an inadvertent side effect is it creates siloes of “us versus them”. It builds barriers.
It takes a little more time to ask why and to understand.
But if you combine curiosity with urgency, it’s a powerful combination enabling more sustainable success.
Christopher Sprague, PhD, is the CEO and Cofounder of the Enluma Leadership Group.
At Enluma, we elevate leaders who inspire. By combining analytics and AI with practical, modern, and actionable leadership development, we help organizations unlock focus, energy, and sustained success.
If you’d like to learn more, reach out via LinkedIn.