Some promising strategies for anyone looking to nurture intellectual curiosity.

This essay was originally published as a weekly newsletter via Substack. If you enjoyed this essay, please consider sharing it with a friend or subscribing to the newsletter.

One of the mistakes that people tend to make when choosing colleagues is selecting for credentials, rather than curiosity. This can work for status games but breaks down if the job requires working together for longer than a few months. For long-term endeavors, I believe that curiosity is a much better indicator of success.

This mistake seems to be so common because credentials are an objective measure of ability, whereas curiosity is dependent on the topic in question. Choosing who to hire is expensive, and credentials provide a paper trail that limits the downside of making a decision. If a well-credentialed candidate turns out to be a dud, hiring managers can throw up their hands and say, “how was I supposed to know, they looked so good on paper.” Curious candidates may be more qualified, but pose a greater risk to the individual responsible for hiring if the curiosity is feigned or misaligned with the work. …

About

Philip Mohun

Data Science and Productivity

Get the Medium app

A button that says 'Download on the App Store', and if clicked it will lead you to the iOS App store
A button that says 'Get it on, Google Play', and if clicked it will lead you to the Google Play store