The Apprentice Mindset: Staying Curious
Leadership as a Practice of Asking Better Questions
When I look back, one of the most formative traits I developed as an apprentice wasn’t just technical - it was the habit of curiosity. Not the loud, disruptive kind, but the thoughtful, persistent kind that starts by asking, "Why do we do it this way? Could we do it better?" The kind of curiosity that isn’t designed to challenge for the sake of it, but to understand deeply, explore thoughtfully, and improve meaningfully.
I remember looking at how jobs were set up on board, watching skilled technicians lose valuable time hunting down materials and tools. So I asked: what if we provided a 'kit of parts' for each job? Pre-packed with cables, connectors, tools - everything needed to get started right away. It was a simple idea, but it came from noticing what was getting in the way and asking how it could be different. That lesson - that small, well-placed questions can lead to significant change - stuck with me.
The impulse to look closer, ask questions, and imagine improvements has stayed with me ever since. And as I’ve moved through different roles, that same habit has evolved from a personal practice into a leadership principle.
Cultivating a Habit of Curiosity
Curiosity evolves with you. As a Lead Engineer, I turned my attention to simplifying how we approached projects - making it easier to plan accurately and give our customers a clearer solution. I noticed that too much time was spent estimating effort without clarity, so I worked with the team to refine our planning approach. It wasn’t about dramatic change, but about consistent improvements: making life easier for both the people doing the work and those relying on it. It was curiosity driven by a desire to enable better delivery, more consistent performance, and greater trust.
Now, as a leader, I don’t just practise curiosity, I try to create the conditions where others can too. That means encouraging people to look beyond their immediate remit. It means asking questions not just of processes, but of purpose. And it means being present and engaged - not just waiting for reports, but going to see for myself.
I stay curious about how each step in the value chain supports the next. I get out on the ground, listen to the people doing the work, and remain open to being challenged. As Managing Director, one way I enabled this was by creating a Perspectives Panel - a structured way to connect the senior leadership team with front-line realities, creating space for real insight to surface. Curiosity is most powerful when it’s shared - when the right questions are being asked across all levels of the organisation.
Creating Space to Question and Improve
Encouraging curiosity doesn’t mean chasing every new idea or endlessly debating decisions. Leadership still demands clarity and cohesion. Once consensus is built… we’ve tested perspectives, weighed the options, and agreed a path… we move forward together, regardless of who had the original idea. That discipline is part of what gives curiosity its strength. It’s not about delaying action, but about enriching the quality of action.
What’s changed for me over time is how I relate to uncertainty. Earlier in my career, I felt the need to find the answers myself - to prove my value through knowing. Today, I see the real value in enabling others to explore the possibilities. I’ve learned to ask better questions, to be more comfortable with ambiguity, and to build collective intelligence rather than individual certainty. Curiosity isn’t a solo act, but something we do better in community, through conversation, and with care.
Paying it Forward Through Culture
I encourage the organisation - especially those early in their careers - to get close to the business. To speak with customers, shadow different roles, ask the questions no one else is asking. I regularly seek feedback from my leadership team too:
What might we be missing?
Where can we do better?
How might we do things differently if we weren’t limited by “the way we’ve always done it”?
Creating a culture of inquiry is a leadership responsibility. It’s not enough to be curious yourself - you have to make curiosity safe for others. That means welcoming ideas from all corners of the organisation. It means listening with the intention to understand, not just to respond. And it means modelling the humility to change your view when someone else's perspective makes more sense.
Over the years, I’ve learned that the best ideas often start with a quiet observation. With a question asked kindly but clearly. With the courage to wonder if there’s a better way. Leadership isn’t about having all the answers - it’s about creating a space where better answers can emerge.
The Real Question
Curiosity isn’t about having all the answers - it’s about being willing to ask better questions and truly listen to what they reveal. It’s about staying open, grounded, and focused on improvement. And it’s about recognising that in complex systems, the right question can be more valuable than the perfect plan.
