One of the questions I get asked a lot when working with teams is, “How can I create a culture of curiosity when it feels like leadership doesn’t want it?” It’s a frustration I hear over and over. We know that leadership often thinks they’re fostering curiosity, but employees often do not agree and feel unable to speak up or make suggestions without fear.
In smaller organizations, this can feel even worse. Even when feedback is supposed to be anonymous, people often worry it’s obvious who said what. They want to contribute their ideas, but they don’t want to risk being singled out or judged. Despite these challenges, I’ve seen that it’s possible to create change, even without leadership pushing for it. It’s about creating safe spaces where people can share ideas and feedback without fear of repercussions.
In my own training sessions, I’ve seen people really open up when they know their feedback is anonymous, but also summarized with others who are in the same boat. This allows leaders to get honest input without anyone feeling exposed. It reminds me of what Disney did when they asked employees how to improve their work experience. The suggestions they got helped cut down turnover dramatically. Or Ben & Jerry’s—when they set up a suggestion board, where one of the ideas was chocolate chip cookie dough ice cream, which became one of their best-selling flavors. When people are allowed to give feedback and explore ideas, the culture becomes stronger.
Why Is There A Disconnect Between Leaders And Employees?
Research from Harvard Business Review shows that many leaders believe they’ve created an open, curious culture. But when employees are asked, they don’t always agree—they feel like there’s no real space for them to challenge the status quo or suggest new ideas. That gap creates frustration, but it also presents opportunities.
In some of the organizations I’ve worked with, employees have seen this gap and taken it as a chance to drive change from within. The changes don’t have to be huge, and they don’t always need formal approval. Consider the success Adobe had with their Kickbox program that bypassed the need for formal review of creative ideas.
How To Get Small Wins That Leaders Will Notice
If you’re in a place where leadership isn’t prioritizing curiosity, you can still make an impact within your team. Here are some strategies I’ve seen work:
- Create Safe Spaces for Ideas: People need to feel comfortable sharing their thoughts, and that starts with creating a safe space. It doesn’t have to be anything formal. I’ve seen teams start up casual “idea sessions” where everyone is encouraged to suggest new ways of doing things. Over time, these small discussions lead to improvements that can catch the attention of leadership.
- Celebrate and Share Small Wins: When your team implements something that works, celebrate it. Let people know what’s working and why. I’ve seen this create a ripple effect where other teams start asking how they can make similar improvements. Research backs this up, showing that when employees feel recognized for their contributions, they’re more likely to keep innovating and looking for better ways to work.
- Build Relationships Across Departments: Sometimes, getting traction requires building relationships with people in other parts of the company. Teams that collaborate across departments can create broader change. I’ve seen teams that start small but, by working with other departments, gain enough momentum to get leadership on board. When more people are involved, it’s harder for leadership to ignore the positive changes happening.
Should I Stay Or Should I Leave My Job?
This is a tough one, and it’s something I’ve talked about with many professionals over the years. Sometimes, no matter how much you try, leadership just isn’t on the same page. It’s natural to wonder if you’re in the right place.
I encourage you to ask yourself these questions: Are you still learning? Do you have the support you need to grow? If the answer is no, and if you’ve tried everything you can to make an impact, it might be time to consider moving on. We all want to work in environments where curiosity, creativity, and innovation are valued—if that’s not happening where you are, it’s worth thinking about whether it’s time to explore other opportunities. At the end of the day, HBR found companies that embrace curiosity aren’t just creating a better work environment—they’re setting themselves up for long-term success. If you can find small wins and build momentum within your team, leadership might just come around. And if not, there’s always a company out there that will recognize the value you bring—and the importance of staying curious.