A broad range of culture topics were posted and discussed online as colleagues shared their thoughts and raised questions about CLP’s future workplace, sowing the seeds of innovation that drive any business forward.
Investing in people and culture
To be successful, fostering a culture of curiosity also requires strong leaders who are self-aware and willing to invest time and effort to coach, guide and steer, whatever the situation is and whenever their people need of them.
For example, how can leaders provide a suitable environment for people to speak their minds freely, and to disagree or debate so that a “best” solution can be created for customers and shareholders?
The Harvard Business Review study found that 70% of 3,000 respondents said they face barriers to asking more questions at work, fearing that challenging the status quo would bring judgment or show signs of weakness.
That caution is understandable, but the reality is that asking questions and not settling for the first or easiest solution often produces better results. Companies should create an environment in which everyone feels valued for who they are, and is comfortable to speak their mind without fear of repercussions.
In an environment where changes are often the only constant, getting the basic right would be the best tactics for companies to move forward. For CLP, developing a culture of curiosity and good leadership are some of the key business levers the company can leverage as it digitalises and decarbonises to deliver greener energy for customers in its next phase of growth.