The Curiosity Curve: A Leader’s Guide to Growth and Transformation Through Bold Questions reveals how cultivating a culture of curiosity—through structured exploration, innovative thinking, and agile collaboration—empowers leaders to drive adaptability, engagement, and sustainable organizational growth. Author Dr. Debra Clary talks to Book Glow about the book.

What inspired you to write The Curiosity Curve? Was there a moment when you realized curiosity was the missing key to growth and transformation?

I wrote The Curiosity Curve because I kept seeing the same pattern: leaders were solving the wrong problem. They were fixated on performance when they would be better served to focus on curiosity. When teams stall, most leaders double down on metrics, processes, and accountability systems—but rarely on the questions driving those systems. Years ago, I realized that sustained performance isn’t achieved by pushing harder; it’s unlocked by wondering deeper. Curiosity fuels engagement, innovation, and trust, the very things performance depends on. Once I saw that connection, I knew it was time to give curiosity the strategic attention it deserves.

You’ve held senior leadership roles at Fortune 50 companies. How did curiosity—or the lack of it—shape those experiences?

In high-performing organizations, curiosity is often unintentionally traded for efficiency. We reward fast answers instead of good questions. Early in my career, I learned that teams who slowed down long enough to ask, “What if?” or “Why not?” created breakthrough results. The ones who didn’t, who simply followed the plan, often plateaued. Over time, I came to see that the difference between good and great leadership is the courage to stay curious, even under pressure.

You describe curiosity as a “competitive edge.” Why is it especially vital for leaders in today’s rapidly changing world?

Because the pace of change has outstripped the shelf life of expertise. What worked last quarter may not work tomorrow. Curiosity keeps leaders adaptable, it widens their field of vision, helping them see around corners. It’s also deeply human. In a world driven by data and AI, curiosity is what allows leaders to connect, to innovate, and to inspire trust.

What are some of the biggest barriers that prevent organizations from fostering curiosity at every level?

Three barriers show up consistently: fear, fatigue, and false certainty. Fear of being wrong or looking uninformed, shuts down questioning. Fatigue, when teams are stretched too thin, leaves little energy for exploration. And false certainty, the belief that we already have the answers stifle growth. The cure is cultural: leaders have to create psychological safety, reward learning as much as results, and model curiosity themselves.

In your book, you talk about “structured exploration.” What does that look like in action?

Structured exploration is curiosity with purpose. It means creating time and process for wonder, not leaving it to chance. For example, one global healthcare company I worked with built “What If Wednesdays”, a one-hour block where teams explored possibilities beyond their daily scope. The outcomes weren’t just new ideas, they were new mindsets. Structure gives curiosity permission to thrive inside the system, not outside of it.

Many leaders struggle to balance curiosity with execution. How can they encourage open questioning without slowing down decision-making?

Curiosity isn’t about endless debate, it’s about disciplined discovery. The key is to separate divergent thinking (generating ideas) from convergent thinking (deciding and acting). Great leaders make space for both. They know when to ask bold questions and when to move forward with clarity. Done well, curiosity actually speeds execution because it prevents rework and builds stronger alignment up front.

What’s one bold question every leader should be asking their team right now?

“What assumptions are we making that might no longer be true?”

That single question can unlock innovation, reduce risk, and open doors to entirely new possibilities. It’s amazing how many strategies fail simply because we didn’t challenge what we believed to be fact.

How can curiosity strengthen collaboration and connection among team members?

Curiosity shifts the focus from convincing to understanding. When team members approach each other with genuine curiosity asking “Tell me more” instead of “Here’s why I’m right”, trust deepens. It transforms meetings from debates into discovery sessions. Curiosity is what turns coworkers into co-creators.

For someone looking to spark more curiosity in their daily life or workplace, what’s one simple first step they can take?

Ask one better question each day. It could be as small as replacing “How are you?” with “What’s capturing your attention this week?” or “What surprised you today?” Small shifts in how we inquire can open big doors of insight and connection.

You’ve said curiosity is the catalyst for transformation. How has embracing curiosity transformed your own journey as a leader and author?

Curiosity has completely changed how I lead and live. It taught me that growth doesn’t come from having all the answers, it comes from being brave enough to ask the right questions. Writing The Curiosity Curve reminded me that transformation begins with humility, the willingness to say, “I don’t know, but I’m willing to learn.” That mindset has guided me from the route truck to the boardroom to the Broadway stage and every chapter in between.

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