This one quality is what separates people who build something truly extraordinary from those who build something that’s merely good

The most crucial trait that distinguishes individuals who create extraordinary achievements from those who merely achieve success lies in their curiosity. Despite possessing qualities such as confidence, conviction, charisma, and grit, these characteristics alone are insufficient for building something truly exceptional. It is curiosity that sets the exceptional founders apart, as revealed by years of research and observation.

A pivotal study published in Harvard Business Review demonstrated that curiosity fosters higher-performing and more adaptable organizations. Remarkably, 85% of employees surveyed by a global Merck study believed that a curious individual is more likely to bring an idea to fruition in the workplace. However, only 20% of workers themselves describe themselves as curious in their professional endeavors.

Curiosity ranks 12th among desired workplace traits, trailing behind organizational skills, collaboration, and attention to detail. This discrepancy highlights a leadership issue: the inadequate emphasis on curiosity.

Ben Lamm, the co-founder of Colossal Biosciences, exemplifies this quality. Despite having no background in genetics, he approached the challenge of de-extincting extinct species with relentless curiosity. By asking sufficient questions and pursuing the answers meticulously, he successfully led the company to success. Lamm's approach involved balancing his existing knowledge with a willingness to ask daring questions that others had long abandoned.

This blend of informed inquiry and unburdened exploration is exceedingly rare, particularly among industry veterans who may become insulated from novel perspectives.

Curiosity also manifests in the way leaders handle challenges within their teams. Dr. Becky Kennedy, a psychologist specializing in parenting, has observed how smart, well-intentioned individuals tend to resort to judgment when confronted with adverse situations. Centred around the premise that "you cannot solve a problem you do not understand," her framework underscores the importance of asking before concluding and wondering before judging.

Leaders who cultivate curiosity by asking questions instead of jumping to judgments tend to foster environments where their teams feel comfortable voicing hard truths, preventing potential disasters before they occur.

In practice, humility and curiosity complement each other remarkably well. Michael Brown, CEO of Teamshares, embodies this synergy. Moving into unfamiliar territories and industries with an open mind, Brown constantly asks questions to expand his understanding. This balance of humility and curiosity allows him to learn continuously, collaborate effectively, and avoid costly decision-making errors. At Inspired Capital, Brown's approach is a key factor in identifying founders who adapt more rapidly to changing circumstances.

When evaluating potential employees, Jeff Thompson, a Princeton professor, embodies the quintessence of curiosity. Describing himself as a tinkerer, Thompson finds joy in tinker, building, and understanding the world around him. For him, curiosity is not a discipline practiced separately from doing but rather an intrinsic part of his being. This holistic approach to learning is evident when assessing prospective founders; it's the ability to learn and execute simultaneously that stands out most.

In summary, curiosity emerges as the defining attribute that drives extraordinary achievement. By combining informed inquiry with humility, individuals can uncover the questions others have stopped asking, leading to innovative solutions and unparalleled success.