Choosing to Lead: Being Comfortable Being Uncomfortable by Kanter Harvey

Author:Kanter, Harvey [Kanter, Harvey]
Language: eng
Format: epub
Publisher: Cento Percento, LLC
Published: 2019-08-27T16:00:00+00:00

Chapter Eight

Curiosity

A Life-Long Orientation to Learning

“I have no special talents, I am only passionately curious.”

Albert Einstein

Inventor

I can relate to the curiosity of Albert Einstein and I appreciate how his attempts in developing one invention opened his mind to possibilities for other things which led to new discoveries and more inventions. I have been involved in retail in many categories and products. I jokingly say that I am a jack of all trades and master of none because I am not an expert in anything—but I do have experiences which have helped me to know a great deal about a good many different things. Some say intuition is nothing more than the summation of many experiences, and I use all these varying experiences to create a well-rounded, thoughtful perspective about the things with which I engage. I am more agile as a retailer because of my diverse experiences. This has developed my intuition and given me the ability to connect the dots and apply my understanding of the customer across all these pathways.

Though I may not be an expert in home decor, hiking gear, clothing, or jewelry, I am most certainly curious and inquisitive enough to want to learn and experience many different levels of input in any arena I have been challenged to explore. Ultimately, this steadfast belief of “I don’t know what I don’t know,” helps better inform me as I look, listen, and learn my way through life.

There is always something more to be learned. It is wise to embrace the reality that “you don’t know what you don’t know,” and in truth, how could you know everything? Your ability to grow is in direct correlation to your level of curiosity and inquisitiveness. Your orientation towards learning will either stretch you to expand your thinking or constrain you to live in a static world.

Dig Deeper

I value curiosity in those with whom I work. In an environment where people are inquisitive, I find they will ask the second and third questions, digging deeper than the surface to mine the treasures that lie beyond the obvious. A thirst for knowledge is a key ingredient necessary to arrive at a better outcome.

As an example, when I am handed a report with all the data neatly summarized for me, I do not focus on that summary and take action based solely on that data. The summary, of course, is efficient and expected. It is not that I don’t trust the report or the person who created it, but it is not my inclination to just take the bottom number and run with it.

Being curious and inquisitive, I look at the data, scan the input, do some quick mental math, and evaluate the summary. I ask, “What does the data mean?” In reviewing the report, I am thinking through the raw data, possessing both the experience and the intuition to access the report in real time while asking myself additional questions. Even if everything about a report seems to check out at face

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