AI can now give us almost any answer instantly, but in leadership answers aren’t always the catalyst for trust, growth, and / or connection. The real currency is thoughtful questions known as Humble Inquiry.
Humble Inquiry is the art of asking open, genuine questions with curiosity and respect, particularly when you don’t already know the answer. Coined by Edgar Schein, it emphasises listening to understand rather than to respond, and prioritises building trust over asserting control.
In leadership and safety critical environments, Humble Inquiry fosters Psychological Safety, encourages open dialogue, and leads to better decision making by valuing the perspectives and experiences of others.
Psychologically, the need to be heard is fundamental.
We all crave:
- Autonomy (feeling in control)
- Competence (feeling capable)
- Relatedness (feeling connected)
AI can support competence, but only humans can meet the need for connection and it starts with how leaders engage in conversation. Neuroscience shows that when people genuinely feel heard, their brains release Oxytocin lowering Cortisol (stress) and increasing engagement. Have you ever heard the proverb that “a problem shared, is a problem halved”?
So when leaders ask:
- “What’s on your mind lately?”
- “What do you need more of right now?
- “If you did know, what might it be?”
They aren’t just being curious, they’re creating Psychological Safety, the foundation of high performing teams.
AI’s instant answers are helpful, but over time, they can reinforce some problematic patterns:
- Overconfidence bias (believing that we know more than we do)
- Reduced tolerance for ambiguity (rushing to clarity over reflection)
- Listening fatigue (skimming over genuine human dialogue)
Leaders may unknowingly become reactive problem solvers instead of reflective space holders. Great leadership doesn’t always solve problems immediately. It holds space, it listens longer, it lets others think for themselves.
Many new leaders step up from technical roles. Without leadership development, their default is to offer solutions, not questions. But evidence-based leadership practice tells us:
- Teams grow through shared reflection, not just direction.
- Innovation is sparked by Psychological Safety, not pressure.
- Confidence is built by contribution, not just compliance.
When we overvalue the “right answers,” we risk undervaluing the messy, meaningful process of leading and learning.
In Summary:
Feel free to have AI in the room, but ensure that humans are at the table because when people say, “I don’t know,” a machine moves on but a leader asks, “If you did know, what might it be?” That’s the moment that growth happens.
The future of outstanding leadership isn’t going to be about faster answers… it’s care and connection through meaningful questions and active listening to promote an environment of Psychological Safety and trust.
The next time you’re in a conversation and think of an answer, take a second and ask yourself if a question will add more value to the growth and learning of your team.
Chances are, it will.
About the Author
Steve Pettit is Managing Director at GYST, where he and his team partner globally with organisations and their leaders to evolve cultures of Psychological Safety and trust.
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