Number 1 Skill to Look for When Hiring – Curious? Read On!

I was asked by a CEO "What is the most critical skill I should look for when recruiting new team members?" My answer to this question is always consistent and it took years to learn. The first attribute I search for is natural curiosity. I emphasized that it is not something one can easily learn; often one either has it or they do not.

I was then asked how to conduct an interview that would help them gauge the level of curiosity of their job applicant. My answer: "you don’t.” A naturally curious person reveals themselves rather quickly, as the conversation is less about how they respond to your interview questions and more about the questions they ask you. The conversation will feel significantly more interesting, balanced, and valuable for both sides.

When someone in front of you is genuinely curious about how they or their solutions add true value to you, they are purposeful and thoughtful - as a result, they ask better questions and automatically tailor their dialogue and value proposition to your organization's needs. They will naturally draw you in, make you feel comfortable, and clearly explain how they can collaboratively improve your situation and company.

When one is curious during a conversation, more relevant information about the other person’s environment, history, challenges, priorities, aspirations, etc. will come to light. When such information is shared in a genuine manner because of an engaging and curious dialogue, the person driving the conversation has the opportunity to better tailor their message to what is of greatest value or interest to the other. And, whether you are selling a solution, or just an idea, or you are working the build rapport, when you are tailoring your message to what matters, you will be more convincing, relevant and likable – just because you have been curious and asked question.

Of course, there is a fine line between a person being intrusive and showing a healthy amount of curiosity. You will instinctively know when you see/hear it. Most importantly, a professional conversation should stay on point. An informative exchange regarding current business topics will help you to determine how you may best align your agendas. If questions feels uncomfortable, someone may have crossed the line: perhaps the conversation has strayed into being too personal or simply irrelevant. However, uncomfortable questions are not always a bad thing. Creating a bit of healthy friction to challenge each other's thought processes can be very productive and builds rapport. Leaders should want employees who are not afraid the challenge the status quo. In the end, change for the better can come from all levels.

Seek natural curiosity in your candidates in addition to the essential characteristics including cultural fit, relevant hard skills, meaningful personal experiences, academic background, and historic success in previous roles. A strong skillset plus curiosity matter, but the balance is easily overlooked before hiring. When this balance is overlooked, you will probably discover this error less than two weeks after a new hire begins their role. In the case of miscalculation, the imbalance will be manifested in the following ways: not asking good questions, not collaborating well with others, not learning well or not accepting criticism well from others, not caring much about the "big picture" or just not having a sufficient passion for the business. My advice - pick the most curious ones!