by Dr. Kevin Dean, President & CEO, Tennessee Nonprofit Network
It hits you mid-meeting, a slow, creeping realization. “Oh crap,” you think. “I’ve hired someone who views intellectual curiosity as an optional accessory, like a novelty hat.” They approach tasks with the enthusiasm of a sloth contemplating a marathon. Deadlines are met (barely), but the “why” behind the work remains shrouded in mystery. They’re a black hole of innovation, sucking the life out of brainstorming sessions with their blank stares and “that sounds like a lot of work” sighs. Drive? Motivation? Gumption? They seem to have misplaced those somewhere between their commute and their desk. And the worst part? The deafening silence when you ask, “What are your thoughts on this?” It’s like asking a brick wall for its opinion on modern art. They are unconcerned with establishing the “why” behind anything, and they don’t seem to care about what makes the organization tick. They’re just there to do a job, not learn or grow. “Give me my paycheck already,” they seem to say with their actions.
One un-curious employee is a deflating balloon. A staff full of them? That’s a full-blown existential crisis for your nonprofit. The energy drain is palpable. Meetings become exercises in pulling teeth, where every suggestion feels like extracting a wisdom tooth without anesthesia. Innovation grinds to a halt, replaced by a rigid adherence to the “we’ve always done it this way” mantra. The mission, once a beacon of inspiration, becomes a series of tedious tasks. You find yourself spending more time trying to spark a flicker of interest than actually accomplishing anything. The team, once a vibrant tapestry of ideas and passion, transforms into a monochrome landscape of apathy. The air thickens with a sense of “just tell me what to do,” and the phrase “that’s not my job” becomes a chillingly common refrain. The vibrant, dynamic nonprofit you envisioned is replaced by a stagnant, bureaucratic shadow of its former self. And you, the leader, find yourself staring into the abyss, wondering if a career as a professional cloud gazer might be more stimulating.
So, how do we reignite that spark of curiosity, or ignite it in the first place? How do we foster a workplace where inquiry is not just tolerated, but celebrated? Let’s explore some strategies that strike a balance between professional rigor and a touch of lightheartedness.
1. Start With Why:
The creeping dread of an un-curious team often stems from a fundamental disconnect: a lack of understanding of the “why.” We get caught up in the “what” and “how”—what tasks need to be completed, how they should be done—and neglect the crucial question of why we’re doing them in the first place. This is where the power of establishing the “why” becomes paramount.
Simon Sinek, in his influential book “Start With Why,” articulates a powerful truth: people don’t buy what you do, they buy why you do it. This principle applies just as strongly to our internal teams as it does to our external stakeholders. When staff understand the underlying purpose of their work, they’re more likely to be engaged, motivated, and driven to innovate.
As nonprofit leaders, we must embed the “why” into the very fabric of our organizational culture. It’s not enough to simply state the mission; we must constantly reinforce it, connecting daily tasks to the larger impact we seek to create. This means consistently articulating the “why” behind every project, initiative, and decision.
Encourage your team to do the same. When a staff member proposes a new strategy or makes a decision, ask them to explain the “why” behind it. This not only fosters critical thinking but also ensures that everyone is aligned with the organization’s overarching goals. “Why do you believe this approach will be effective?” “Why is this project a priority?” “How does this align with our mission?” These questions should become a regular part of your team’s vocabulary.
Model this behavior yourself. Be transparent about your own decision-making process, explaining the “why” behind your choices. Share stories of impact, highlighting the real-world consequences of your team’s work. Connect the dots between seemingly mundane tasks and the organization’s larger mission.
For example, instead of simply assigning a task like “update the donor database,” explain: “Updating the donor database is critical because it allows us to accurately track our fundraising efforts, which in turn enables us to secure the resources necessary to expand our programs and serve more beneficiaries. Ultimately, it’s about maximizing our impact.”
When we consistently emphasize the “why,” we can transform our teams from task-oriented executors to mission-driven innovators. We can reignite their passion, cultivate their curiosity, and create a workplace where everyone understands the profound significance of their contributions. The “why” is the compass that guides us through the complexities of our work, reminding us that we’re not just completing tasks, we’re making a difference.
2. Building a Culture of Thoughtful Inquiry:
We often operate under tight deadlines and resource constraints, leading to a focus on immediate solutions. However, we must resist the urge to prioritize answers over questions. Encourage a culture where “what if” and “why” are not seen as disruptive, but as essential tools for growth. Instead of simply presenting reports, frame discussions around open-ended questions that prompt deeper analysis and creative problem-solving.
And let’s be realistic: healthy disagreement is a sign of engagement, not conflict. Encourage constructive debates and diverse perspectives. A room full of silent agreement is rarely a breeding ground for innovation. Remind your team that challenging assumptions is a valuable contribution, not a personal affront.
3. Investing in Continuous Learning:
Traditional training programs have their place, but fostering curiosity requires a broader, more dynamic approach to learning. Given the resource constraints many nonprofits face, we must be resourceful in our pursuit of professional development. Explore free or low-cost online courses, webinars, and industry events. Encourage peer-to-peer learning and knowledge sharing within your team.
And let’s not forget the power of “exploration time.” Allocate small blocks of time for staff to pursue projects or research areas that pique their interest, even if they fall outside their immediate responsibilities. This demonstrates a commitment to their intellectual growth and can yield unexpected benefits.
Crucially, we must reframe our perception of “failure.” In the complex world of nonprofit work, setbacks are inevitable. Instead of dwelling on mistakes, encourage a culture of learning and adaptation. Share stories of successful initiatives that emerged from experimentation and resilience.
4. Leading with Authenticity:
Leadership in the age of curiosity requires a shift from the traditional model of the all-knowing authority figure to that of a facilitator of learning. Share your own learning journey with your team, demonstrating your commitment to lifelong intellectual exploration.
And don’t be afraid to show a little vulnerability. Admit when you don’t know something. “I’m not entirely sure how this works, but let’s figure it out together.” This fosters a sense of shared learning and creates a more approachable leadership style.
Facilitate knowledge sharing across departments, creating opportunities for staff to connect and learn from each other. Consider informal “lunch and learn” sessions or cross-functional project teams.
5. Recognizing and Celebrating Curiosity:
Traditional performance metrics often focus on tangible outcomes. However, we must find ways to acknowledge and celebrate the process of inquiry itself. Publicly recognize and reward staff who demonstrate curiosity and a willingness to learn.
And let’s not be afraid to inject a little levity into the workplace. Acknowledge the “aha” moments, but also the “huh?” moments. A well-placed, lighthearted comment can diffuse tension and encourage a more open and collaborative environment.
Ultimately, fostering curiosity is about creating a workplace where intellectual exploration is valued, where questions are encouraged, and where learning is a continuous, collaborative endeavor. It’s about recognizing that the best solutions often emerge from unexpected places, from a question that challenges the status quo, or from a moment of shared intellectual discovery.