The leadership industry offers numerous theoretical frameworks and models, ranging from the instructional to the inspirational. The majority of these models are focused on the exogenous – the external factors, and offer up-skilling and progression as a solution to overcoming leadership challenges. But is this enough?

After spending 2016 as a Clore Social Leadership Fellow, I don’t claim to be an expert on the subject, but with the knowledge that I have gained from that intense fellowship year and reflecting on my 15 years of working towards social justice I offer this: leadership should be more about regression than progression.

The chances are we probably once had many of the qualities that would make us a strong leader, but we have lost or forgotten them. Perhaps more concerning, we might have learned not to value them as we should. We need to tap into our inner-child and re-learn the qualities that childhood gifted us, and value them as leadership traits.

Key to this is our curiosity. I’m sure none of our parents expected to give birth to pint-sized Paxman’s but this is what many of them got. 'Do the trees make the wind?', 'Do they close the roads to switch on all the cats eyes?', 'Where is my soul?', and of course, 'Where do babies come from?'. As children we’re naturally curious about the world around us, and less willing to accept things at face value.

The circle of why is a phenomenon that delights curious young minds and frustrates parents in equal measure. Yet at some point we learned to be less curious. 'Why?' Because the very question becomes annoying and it stopped eliciting the responses that we liked.

Research shows that our questioning drops off dramatically after the age of five, suggesting that schools have a role to play here too. I remember from my own experience that school rewarded the children who knew the answer, not asked the best questions, and this pattern of rewarding answers over questions continues into our professional life.

So, what’s stopping us being more curious as adults? Potentially lots of things! Have you ever heard it quipped that there’s 'no such thing as stupid questions, just stupid people'? Asking questions can cause us to be perceived as naive or ill-informed. Asking a question might feed our imposter syndrome, or we could risk letting our demigod masks slip in front of those who we want to see us as strong and all knowing – so they can trust us to lead them.

But without leaders asking why, what if, and how, we stifle our creativity and, at best, are doomed to tweak existing behaviours, programmes and ideas, and at worst repeat the mistakes of the past. If we’re to lead the change that we seek, then it’s critical that we think differently, and maintain a curious approach to everything we do, and everyone we do it with.

I started doing this a few years ago, particularly in relation to who I work with. It’s now habitual for me to be more curious soon after appointment to get to know my new colleagues more closely. I start with two questions. First I ask 'what matters to you?'.

Beyond an interview environment and trying to impress the new boss, I aim to get to know my new colleagues more personally. I talk about what matters to me, and give the example of walking my dogs at lunch times, hoping to give them permission to share what matters to them and how we can fit work in to their life.

I also ask them to tell me about their favourite line-manager (or sometimes their lest favourite – depending how mischievous I'm feeling). This gives me an idea of how they do/don’t like to be managed and supported. This curiosity is simple, but it has had a big impact on my relationships with colleagues and helps me to create an environment in which we can all thrive.

I'm also more curious in circumstances and conversations where I disagree. In the spirit of curiosity, I have become better at listening to understand, rather than listening ready to challenge with my own view.

This blog was developed as part of Mark's 2016 Clore Social Fellowship prgramme and was originally published on Third Force News.

Mark Kelvin is programme director at the Health and Social Care Alliance Scotland and a 2016 Clore Social Fellow.

• Multi agency working practices are just not happening in this sector;
• Specialist sexual health services are often seen as being aimed at ‘white heterosexuals’ which therefore stops some people feeling able to access them;
• Funders do not understand the time, money and resources it takes to support an individual in crisis.