Beyond Control: Shannon Smith, J.D., M.S. on Leading with Curiosity

In a recent LinkedIn post, Shannon Smith, J.D., M.S. explores the critical distinction between toxic bosses who control and effective leaders who foster genuine engagement. Smith, J.D., M.S. argues that true leadership goes beyond merely managing outward behavior to understanding the underlying intentions and psychological needs of team members.

The post highlights how a leader’s focus can shift an environment from one of control to one of psychological safety. Smith, J.D., M.S. contrasts a “weak manager” who reacts to surface-level actions with a “strong leader” who exhibits curiosity about the reasons behind them.

“A weak manager reacts to the behavior. A strong leader gets curious about what’s underneath it.”

The Neuroscience of Safety and Performance

Shannon Smith, J.D., M.S. emphasizes the neurological impact of perceived safety in the workplace. According to Smith, J.D., M.S., when individuals feel judged or controlled, their brains enter a defensive state. This impacts cognitive functions, leading to narrowed attention and increased cognitive load.

“When people feel judged or controlled, they become more defensive. Attention narrows. Working memory gets taxed. People protect themselves instead of contributing,” Smith, J.D., M.S. writes. This state, as detailed by Smith, J.D., M.S., hinders creativity and genuine contribution, as employees focus on self-preservation rather than productive output.

Strategies for Cultivating Leadership Curiosity

To combat this, Shannon Smith, J.D., M.S. proposes practical strategies that leaders can implement to shift from a controlling mindset to one of curiosity and support. These techniques are designed to uncover intentions, build trust, and encourage open participation.

1. Pause Before You Correct

Smith, J.D., M.S. advises leaders to pause and ask clarifying questions before jumping to correct an employee’s actions. The key is to separate the intention from the execution and then coach the behavior constructively.

“PAUSE BEFORE YOU CORRECT. Ask: ‘What are they trying to accomplish here?’ Separate the intention from the execution. Then coach the behavior without attacking the person.”

2. Notice and Re-engage Disappearing Voices

A crucial indicator of psychological safety, according to Shannon Smith, J.D., M.S., is noticing when individuals withdraw after being challenged. Smith, J.D., M.S. suggests actively pulling these team members back into the conversation with specific questions to encourage their continued participation.

3. Ask One More Question

Instead of interpreting resistance as defiance, Smith, J.D., M.S. recommends probing further with questions like, “What’s making this difficult?” This approach, as detailed in the post, reduces defensiveness and yields more valuable information for effective leadership.

“Curiosity reduces defensiveness. And gives you better information to lead with,” Shannon Smith, J.D., M.S. explains. This emphasis on curiosity allows leaders to understand the ‘why’ behind an employee’s actions, fostering a more supportive and productive environment.

Ultimately, Shannon Smith, J.D., M.S. concludes that great leaders focus on the cognitive and emotional drivers behind behavior, not just the behavior itself. “Great leaders don’t just manage what people do. They notice what the brain behind the behavior is trying to protect, solve or achieve. That’s where better leadership starts,” Smith, J.D., M.S. asserts, positioning this mindful approach as the foundation for superior leadership.