Born to explore

From the get-go, we are natural and powerful explorers. The way that we learn as infants - observing ('that looks like food'), hypothesising ('I think I could eat that'), testing ('now it’s in my mouth') and conclusion ('this is not food!') - is the model for how we learn. We are not merely passively reacting to our environment; we’re actively exploring and sometimes shaping it. 

This is especially necessary for leaders. Good leaders are proactive and curious. They observe and imagine what might be possible and then test and explore before concluding.

Everyone in a leadership role should be an explorer, adventuring through life and frequently trying new things. 

The very best make explorers of others. They inspire other people to take initiative and treasure hunt for new opportunities, providing support and encouragement along the way. 

What marks out a truly adventurous leader from the plain vanilla? 

• An ability to deal with imperfection. Sometimes, the best ideas arise as an unintended consequence of looking for a solution for a particular problem. Did you enjoy playing with a slinky spring? American naval engineer, Richard T. James invented it whilst searching for a way to stabilise ships. Or, if you preferred Play-Doh, this invention arose from efforts to design a wallpaper cleaner. If we have too narrow of a perspective on the outcomes from our planning, we will miss alternative and sometimes more interesting ideas. 

• Acting on their awareness. Explorers don’t ignore things that many others would, and they don’t take much at face value. They want to lift the lid and check it out. They ask searching questions to get to the truth of the matter and are unsatisfied with superficial answers. They are not easily dismissed or diverted. 

• Attracted to challenge. Adventurers see a mountain and want to climb it. They tend towards the road less travelled rather than conventional and arguably safer paths. It’s the same in business. The adventurous CEO looks for a niche opportunity. They move towards challenging situations, recognising that without some degree of risk, there can be no true reward. They are courageous, not recklessly leaping without any preparation but approaching opportunities with considered anticipation.

It can be too easy to lose our sense of adventure. Exploring can be demanding, it takes effort to experiment, especially if the outcome isn’t as we had hoped. Too easily, we revert to short term comforts rather than continuing to press forward with the uncertainty that is an integral part of adventuring. And yet, whilst the familiar can be less demanding, I would strongly argue that it is not at all comfortable. The unexciting, over-familiar, low-curiosity approach where we hang in there until early retirement is boring. And boring is not comfortable. Most of us are terrible when we’re bored! 

The world doesn’t need more plain vanilla leaders. Life is too short to be bored.  

What can help us to reignite our inner explorer? Here are a few ideas, what would you add? 

• Go explore, literally. Go into the wilds, even if only for a weekend walk somewhere unusual. Leave your phone behind, don’t over plan it. 

• Create ‘time to invent’ in your diary.  Take the time to think about what would make your products or services even better. 

• Pick any process or policy and apply the five-whys: “Why are we doing it like this? Why?” (You get the idea). 

• Get a group together with the remit to try out new ideas for your organisation. Provide the necessary guidelines and let them get on with it. Provide support but resist the desire to exert control. 

• Allow yourself to reflect on some of the hopes and aims you had when you were younger. What can you do today that taps into some of those ambitions? 

The explorer’s mindset isn’t a luxury for the few, it’s a necessity for anyone who wants to lead with imagination, courage and authenticity. We must resist stagnation, lean into uncertainty, and see potential where others see problems. Be curious, be bold and keep exploring.