I vividly recall sitting in a leadership training program alongside C-suite leaders across Canada years ago. It was a transformative experience. As the program came to a close, the professor did a phenomenal job wrapping up the week and integrating all that we had learned. He then picked up a black umbrella that had been curiously sitting on this desk. He held the umbrella above his head and paused to take in the confused looks on our faces.

When the professor asked us what an umbrella was for, we offered the predictable response: to shield us from rain, snow or sun. Then, he did something unexpected. He pulled a pair of scissors from his pocket and began cutting the umbrella’s canopy until it was completely tattered.

With the shredded umbrella above him, he said, “As leaders, we cannot live under an umbrella. We make grave mistakes when we shield ourselves from what’s really happening inside and outside our organizations. The job of a leader is to be curious and create an environment where it’s safe to challenge perceptions. That’s your job.”

The image of the tattered umbrella stuck with me. I realized the professor was talking about something beyond the formal processes we typically use to pause and test assumptions, like strategic planning, employee surveys, or stakeholder engagements. He was talking about the necessity of consciously and actively keeping a pulse on the organization — and the world around us.

Getting Out from Under the Umbrella

As leaders, we cannot be detached. Relying solely on reports or high-level summaries is not enough. We must be present and engaged, regularly checking in with our teams and communities. To truly lead, you must be out there, asking questions, listening actively, and testing your perceptions against what others are experiencing.

This means more than just scheduling formal meetings or relying on data. It’s about being in the organization. Walk around the office, visit different departments, and tour virtual spaces. Spend time at reception. Take the time to informally check in with team members, ask how things are going and what is getting in the way. Establish trusted external networks and ask what they see in the environment and how they perceive your organization. Stay attuned to local, national, and global trends, as they often ripple through your organization in ways you may not anticipate.

The Tough Part: Hearing What You Don’t Want to Hear

Here’s the hard part: as a leader, you must be willing to hear things you don’t want to hear. This might mean confronting uncomfortable truths or receiving feedback that challenges what you thought to be true. It could require you to rethink your approach, provide difficult feedback to your team, or take a bold new course of action.

But it’s always better to know.

Conclusion: The Courage to Stay Curious

Being a curious leader takes courage.

The organization is counting on you to lead with insight, stay connected to the pulse of what’s really happening, and make decisions grounded in a deep understanding of your people, your business, and the world around you.

By being actively curious, you’ll make better decisions, build a culture of trust, open communication and continuous improvement and lead your team to greater success.

So, unless the weather forecast calls for rain, I encourage you to put away the umbrella.