“I’ve really been looking forward to today’s session”, Lawrence said as he appeared on my Zoom screen. “But before we kick off, let me show you something quickly”.
He took his laptop over to the window so I could see the view from his home office.
“The snow is finally melting and I can see my car again!”
I’ve been coaching Lawrence for about 18 months now. He’s employed by a Texas-based company but works remotely in Winnipeg, Canada. There had been a massive dump of snow (quite unexpected for the time of the year) and he’d literally been trapped in his cabin for nearly a week.
“No wonder you’re looking so up-beat”, I said, unable to even fathom what it must be like for so much snow to fall that it completely blocks your front door and covers your car.
“It’s not just that I can finally go outside”, he said. “Today’s my second curiosity day, and I’ve been so excited to tell you all about it. Your plan worked and I can’t thank you enough”.
Curiosity day. I was so pleased for him.
“They’re actually encouraging everyone to put aside one day every two weeks to just ‘be creative’, to express ourselves and innovate, and to think how we can contribute differently to the company”, Lawrence explained. “I’m loving it. I’m coming up with ideas. I’m learning. It’s so cool. What’s more, I can definitely see myself sticking around for a lot longer now”.
Very cool indeed.
Giving team members space to be curious is essential for employee engagement and is critical to the long-term success of any organisation.
Unfortunately, in today’s workplaces where efficiency and productivity reign supreme, it’s easy for leaders to overlook the power of curiosity and creativity among their team members. Yet, as Lawrence had demonstrated, in an increasingly competitive landscape, where innovation is key to staying ahead, fostering a culture of curiosity can be a game-changer.
Many companies have implemented programs to foster creativity and encourage employees to explore new ideas.
Lawrence’s employer certainly isn’t the first company to come up with an initiative like this. Google famously established “20% time”, where employees are encouraged to spend 20% of their work hours on projects of their own choosing. This policy has led to the development of several products, including Gmail. Atlassian holds “ShipIt Days”, where employees have 24 hours to work on any project they want, as long as it’s not related to their day-to-day work. 3M famously allows team members to spend 15% of their time working on projects outside of their regular duties. This policy has led to numerous innovations, including the invention of famous Post-It Note.
Having said that, what Lawrence’s employer had proven, was that any company – even professional services focused organisations and not just tech-focused or product-led businesses – can promote creativity and innovation among their employees by providing dedicated time and resources for exploration and experimentation.
Google’s “20% time” and Lawrence’s opportunity to ‘be curious’ one day per fortnight is certainly on the generous end of the spectrum. I know of a few companies who offer something like this on a monthly basis while several businesses I work with encourage it quarterly.
Two months ago, during a coaching session with Lawrence, he seemed not only isolated as a result of his physical separation from his leader and the rest of his team, but also completely disengaged and no longer challenged. I had suggested that he propose something like an opportunity for an innovation or creativity day to his leaders. Clearly his pitch had worked and they were on board.
By giving team members dedicated time to explore new ideas, leaders empower them to push boundaries.
Curiosity is the driving force behind innovation. It’s what motivates us to ask questions, seek out new perspectives, and challenge the status quo. Whether it’s brainstorming sessions, innovation or creativity days, or simply encouraging team members to pursue their passions outside of their day-to-day responsibilities, providing space for curiosity to flourish can lead to breakthroughs that transform the way an organisation operates.
A few months ago, Lawrence was the epitome of ‘quiet quitting’. He had all but checked out. The fact that Lawrence was now saying that he could definitely see himself sticking around for the longer term is testament to his employer encouraging him to set time aside to just be curious.
Giving team members time to think and be creative not only fosters a sense of ownership and autonomy, but also promotes job satisfaction and fulfilment.
Employee engagement is a critical factor for any organisation. When team members feel valued, empowered, and engaged, they are more likely to be motivated, productive, and committed to their work.
While embracing curiosity and creativity can undoubtedly yield significant benefits, it’s not without its challenges. Leaders may face resistance from team members (and potentially even from ‘old-school’ senior managers) who are accustomed to more traditional ways of working or who might be sceptical that time spent on such initiatives could be seen as unproductive. For example, are their team members really thinking or being curious? Or are they just having a day off ‘innovating for themselves’?
Providing time for curiosity and creativity requires careful planning and the full support from senior leadership.
Leaders must set clear objectives, establish protocol for how ‘curiosity days’ will work, and create a supportive environment where team members feel empowered to explore new ideas and take risks.
Let your team members be curious. Encourage them to explore their passions, pursue their interests, and think outside the box. By embracing curiosity and creativity, leaders can unlock the full potential of their team members and propel the organisation forward in exciting new directions.
Remember Hellomonday provides coaching and support to every leader, prioritising development initiatives that result in long-term sustained learning and change, reinforcing habits through impactful coaching, helping leaders empower their team members to be curious, to experiment with new approaches, and ultimately, drive innovation within the organisation.
