The meeting room was calm, almost too calm. Ideas flowed easily, yet nothing seemed to take root. Each time someone offered a thought, the leader quickly stepped in with a polished answer, neatly tying up every loose end. The room was safe, yes, but not alive. It was the kind of safety that silences growth, where comfort replaces curiosity and conversation becomes choreography. Everyone felt heard, but no one felt stretched. The air was thick with agreement but thin on discovery.
This is where many leaders unknowingly stall. They equate safety with success, believing that once people feel secure, the job is done. But safety, while essential, is only the foundation. It creates room for growth, but it does not guarantee it. The real test of leadership comes next: will you multiply safety into something greater? Will you transform it into learning, innovation, and progress?
Basically, safety is the foundation, and curiosity is the multiplier. Psychological safety makes it possible for people to speak freely. But curiosity is what makes those conversations matter. Without curiosity, safety becomes comfort, and comfort unchecked becomes stagnation.
Research backs this up. A study published in the Harvard Business Review found that leaders who consistently ask questions rather than issue directives see a 30 percent increase in innovative outcomes. In other words, when leaders trade certainty for curiosity, they don’t just foster dialogue; they ignite discovery.
Take Pixar as an example. The company introduced a practice known as “Notes Day”. On that day, the entire studio pauses production. Instead of focusing on deadlines, employees at every level are invited to ask questions about processes, culture, and priorities. The result? Breakthroughs that have improved workflow, sharpened creativity, and enhanced collaboration across departments. Pixar thrives not only because it is a safe place to share ideas, but also because its leaders encourage questions that challenge assumptions and reimagine possibilities.
The distinction matters. Many organisations unintentionally confuse safety with the status quo. A safe team might feel comfortable sharing, but without curiosity, conversations rarely leave the surface. Leaders who rely solely on psychological safety risk building teams that are pleasant but passive. Leaders who combine safety with curiosity build teams that are adaptive, inventive, and future-ready.
So how can leaders multiply curiosity and turn safety into growth? The shift is practical, intentional, and deeply human.
First, ask catalytic questions. Not every question is equal. Leaders multiply curiosity when they ask questions that reframe problems rather than simply confirm assumptions. Instead of asking, “Do you agree with this strategy?” try, “What are we not seeing that could derail this strategy?” or “If we started from scratch, how would we approach this differently?” Catalytic questions open space for deeper thinking and challenge teams to move beyond obvious solutions.
Second, lead with humility. Curiosity requires leaders to admit they don’t have all the answers. This is not weakness; it is wisdom. When leaders model exploration, they give their teams permission to do the same. A leader who says, “I don’t know, but let’s find out together,” signals that discovery is more valuable than posturing.
Third, normalise experimentation. Markets are shifting faster than ever. In this environment, curiosity fuels resilience. Leaders who encourage “learning experiments” allow their teams to test ideas in small, low-risk ways. These experiments often spark innovations that wouldn’t have emerged in a rigid, answer-driven environment. More importantly, they build a muscle for adaptability, something every organisation needs in uncertain times.
Fourth, recognise that curiosity is contagious. When leaders show genuine interest in exploring ideas, it spreads. Teams become more willing to challenge their own assumptions, to test, to fail, and to learn. The effect compounds over time, creating cultures where curiosity is not an occasional spark but a consistent rhythm.
If you want to know whether you are multiplying safety into growth, pause and ask yourself:
Do I default to giving solutions instead of asking questions?
When was the last time my team saw me genuinely curious rather than certain?
Do I reward experimentation and learning, or only flawless results?
The answers to these questions often reveal whether curiosity is alive in your leadership or whether safety has quietly slipped into stagnation.
Here is a simple but powerful challenge for you: in your next leadership meeting, resist the urge to provide solutions. Instead, ask three genuine questions and let your team carry the thinking forward.
Then, commit to acting on at least one idea that emerges.
It may feel uncomfortable at first. After all, many leaders are rewarded for their answers, not their questions. But leadership is not about knowing everything; it is about unlocking the best in others.
The truth is anyone can make a room safe. But great leaders go further. They turn safety into a springboard for growth, for innovation, for possibility.
They understand that curiosity is not a soft skill but a strategic advantage.
The world does not need more leaders with answers. It needs more leaders with questions, the kind that multiply safety into progress. Because leadership at its best is not about having the most answers. It is about creating the most possibilities.
About the author:
Dr Toye Sobande is a strategic leadership expert, executive coach, lawyer, public speaker, and award-winning author. He is the CEO of Stephens Leadership Consultancy LLC, a strategy and management consulting firm offering creative insight and solutions to businesses and leaders. Email: contactme@toyesobande.com
