The Power of Humble Inquiry

Many years ago, I had the pleasure of working with a very senior executive in the hospitality industry. He was trying to establish a vision for the organization that fully honored and embraced the mission and legacy of the organization, but also invited a shift in certain cultural norms that had outlived their usefulness to the organization. 

This leader was running into difficulties getting his own team to buy into this shift, much less having success cascading the change throughout the business. The leader is highly intelligent, highly effective, and highly valued in this organization and yet, in spite of all of this, he was still confounded as to why all of his proposed solutions to this perceived resistance were not taking hold. He had all the answers, he thought. But things were still not happening the way he wanted.

From my experience, this scenario is common. Often, highly intelligent and competent leaders lean into their strengths in problem-solving, only to face frustration when their solutions fall short. These efforts unfold within complex organizations under significant marketplace demands and pressure from both internal and external stakeholders to ‘get it right.’ In such conditions, leaders may feel pressured to have all the answers — making it easy for the subtle art of inquiry to fade into the background.

But there’s a powerful skill that top executives can use to lead their teams more effectively and strengthen their organizations from the inside out: the skill of asking questions. It’s not about questioning for the sake of it, but about “Humble Inquiry” — a concept developed by organizational psychologist Edgar Schein about asking the right questions in the right way. 

The Art of Inquiry

This approach underscores the significance of cultivating a deep, genuine curiosity about the perspectives and insights of others. It emphasizes the importance of asking questions out of genuine curiosity and interest, rather than leading conversations with one’s own assertions and assumptions. It means asking questions because you want to learn from others, not just to confirm what you already believe. 

For senior executives, mastering the art of Humble Inquiry is not merely a nicety — it is a strategic imperative that can unlock unprecedented levels of innovation, alignment, and resilience within their organizations. Humble Inquiry goes beyond mere technique; it’s a leadership attitude that values the questions as much as the answers. It’s grounded in the acknowledgment that no single individual, regardless of how seasoned or astute, can capture all wisdom. 

This is especially relevant for senior executives, who must navigate complex, ever-changing business landscapes, and do so with only limited visibility across so many varied workstreams and deliverables. The art of asking incisive, open-ended questions fosters a culture of mutual respect, collaborative exploration, and continuous learning — essential components for agile and adaptive organizations. By embedding Humble Inquiry into their leadership approach, senior executives can drive significant transformations within their organizations. 

Below are a few ways such a leadership paradigm can impact the organization:

• Enhanced Team Engagement: When leaders demonstrate interest in their team members’ ideas and perspectives with genuine curiosity, it sends a clear message of presumed competence to each individual. This, in turn, invites further participation from the team, which translates to higher levels of engagement. Engaged teams are more committed, productive, and driven to contribute to their organization’s success.

• Innovation and Creativity: Humble Inquiry fosters an environment where out-of-the-box thinking is encouraged and rewarded. If one asks questions to confirm thinking, there is no room left for new thinking. By asking questions that really have not already been answered, the invitation is extended to allow for exploration and discovery. This can lead to groundbreaking innovations that can redefine market positions and competitive dynamics.

• Agile Decision-Making: In an organizational culture rich in humble inquiry, information flows more freely, enabling senior executives to make more informed, agile decisions. The collective intelligence of the organization is leveraged, leading to more robust and resilient strategies.

Implementing Humble Inquiry

Adopting the Humble Inquiry approach requires a deliberate shift in how senior executives interact with their teams and make decisions. Below are four actionable strategies tailored for high-level leaders:

1. Lead With Vulnerability: Senior executives can dismantle hierarchical barriers by acknowledging their own limitations and growth areas. It’s okay to admit that you don’t have all the answers. Demonstrating vulnerability in this manner invites trust and sets a precedent for open dialogue. This can encourage others to share their thoughts and ideas more freely.
   
2. Cultivate a Socratic Leadership Style: Like the ancient philosopher Socrates, who led his students to self-discovery through questioning, executives should craft questions that provoke deep reflection and insight. This approach invites team members to bring their critical thinking skills to bear, it invites them to assume ownership for solutions, and it empowers them to become meaningful partners with you in the process of problem-solving and strategy formation.

3. Foster Psychological Safety: A culture where individuals feel safe to express their thoughts without fear of repercussion is fertile ground for Humble Inquiry. Senior executives play a critical role in establishing this environment by responding to inquiries and concerns with empathy and ensuring that there are channels for upward communication. Foster an environment where your team feels comfortable asking questions, too.
   
4. Adopt a Learner’s Mindset: Approach each conversation with the genuine intent to learn something new, rather than to confirm your existing beliefs or showcase your knowledge. Staying genuinely curious and open to new information allows senior executives to remain adaptable in the face of change. Pay attention to the answers you get, showing that you value the responses through your body language and follow-up questions. This mindset encourages a culture where continuous improvement is pursued relentlessly.

Leadership goes beyond providing direction; it’s also about unlocking the potential within your team. For senior executives, adopting Edgar Schein’s principles of Humble Inquiry does more than enhance personal leadership style — it strategically positions their organizations to thrive amid uncertainty and complex challenges.

As the keepers of organizational culture, senior executives have both the opportunity and responsibility to cultivate environments where curiosity, respect, and collaborative problem-solving prevail. By nurturing such a culture, executives can build stronger, more resilient teams capable of tackling any challenge that comes their way.

Below is a list of references for those of you who may be interested in learning more about Edgar Schein and his concept of Humble Inquiry.

Schein, Edgar H. (2013). “Humble Inquiry: The Gentle Art of Asking Instead of Telling.” Berrett-Koehler Publishers.

Schein, Edgar H., and Peter A. Schein. (2018). “Humble Leadership: The Power of Relationships, Openness, and Trust.” Berrett-Koehler Publishers.

Schein, Edgar H. (1999). “Process Consultation Revisited: Building the Helping Relationship.” Addison-Wesley.