Confidence without curiosity is the fastest way to plateau.

I was talking to my 11-year-old after a BJJ class.
“What did you learn today?”
“Nothing.”
“Nothing? They didn’t teach you anything?”
“No. I already knew it.”
“You feel like you’ve mastered the technique?”
(At this point, he tactically lost interest in the conversation.)

Yes, he ‘knows’ the technique. Cognitively. But he hasn’t mastered it. He struggles to apply it consistently.

I’ve been training longer than he has. I know those techniques far better than he does.
I still have a difficult time making them work consistently.

Knowing is only the start. It’s not enough.

I’m not shocked when a client ‘already knows’ something. That’s to be expected. I work with smart, successful people.

But I become concerned when “I already know that” becomes a repeated theme in our conversations.

Why?
Because I wouldn’t have brought it up if they were successfully applying what they, apparently, know.

• Sometimes they are trying but missing. So we need to review the fundamentals.
• Sometimes they know what to do. But for some reason, they aren’t doing it.
• Sometimes they don’t like the answer.

They might “already know it.”

But I’m not a university. I don’t content myself with the transfer of knowledge.

Not when we need application and results.

1) Knowledge ≠ Results

Experienced leaders usually know a lot.
But if they aren’t getting their desired results, something is missing.
And if they truly do have all the knowledge, then the missing piece is application.

2) The Death of Curiosity

I used to serve on our state board of psychologists. One of our duties was ensuring that all psychologists remained current with their continuing education and licensing requirements.

Every year, we’d discover a few who were still practicing but not pursuing continuing education. They weren’t staying current with research or best practices, or working to deepen or expand their abilities.

In most cases, they’d either lost interest or believed they already knew what they needed. Only the threat of losing their license would compel them to learn.

Conversely, the most knowledgeable and skilled were also the most curious.
They’d say, “The more I know, the more I feel like there is to learn.”

Who would you rather have as your psychologist?

It’s no different for leaders.

3) Why Did You Ask the Question (or Attend the Training)?

Sometimes I answer someone’s question or get feedback after a workshop I’ve presented.
The response: “I already knew that.”

Great. So if you knew it, why did you ask? Why did you attend?

Nearly always, it comes down to feeling stuck. And that “stuckness” might not be tied to knowledge, but to mindset or emotion.

And it may not even be about that specific topic.
Maybe you haven’t learned, or been bold enough, to ask the next, new question.

What is the real area of growth you need right now?
Are you asking the right questions? Are you seeking answers in the right places? Are you stepping out to test what you know?

4) Always Be a Learner

Because of my background as a mediator, I used to be a member of the state Bar Association’s Alternative Dispute Resolution Section.

I met a gentleman there, an attorney and mediator who was also an engineer. He was in his 70s. He was completing his PsyD in Psychology when we met.

He wasn’t one of those perpetual students who use education to avoid real work.
He didn’t brag about his credentials or carry extra-thick business cards to support the weight of his initials. He didn’t try to tell everyone what he knew.

He was just always curious.

He knew more than most of us. But he always seemed interested in what others presented or talked about.

I never once heard him say anything that even hinted at, “I already knew that.”

It was fun and inspiring to talk with him. Because he always found something to learn or explore.

5) Drill and Redrill the Fundamentals

World-class athletes—especially those who stay dominant for years—are often known for being rock solid with the basics. They aren’t necessarily novel or flashy.

Not coincidentally, they regularly train the fundamentals.

Kobe Bryant consistently drilled middle school basketball drills.
Tiger Woods ended practice with 100 three-foot putts.
Roger Gracie so mastered “white-belt” techniques that he dominated black-belt BJJ tournaments globally.

They all “already knew” what they needed to know.
They drilled to ensure they could demonstrate what they knew, under pressure, in any scenario, when it mattered.

“What Do I Need to Know?”

I studied strategic planning in graduate school. I’ve successfully led strategic planning sessions for decades. Eventually, I settled into a process that consistently delivered results.

But about a year ago, I became uncomfortable with my comfort.
I realized I was no longer learning or feeling challenged by the experience.

So I went back to the drawing board and started experimenting.
“How can I bring even more value to these processes? How can I accomplish more in less time?”

I started feeling nervous again before workshops. Because I was trying things I hadn’t done before. I didn’t know how groups would respond.

I borrowed techniques from other contexts and disciplines. I tested new approaches.

And the quality of the events leveled up.

I recently led a planning session with a new client. Afterward, people kept coming up to me saying they had learned more about leadership—through the planning process—than anywhere else.

I hadn’t led a training. I had led a facilitation. But it grew people.

That wouldn’t have happened if I had stopped with, “I already knew this.”

• What do you already know—but need to start doing?
• What are you already good at—but could take to another level?
• Where are your frontiers of knowledge or experience? Should they be explored?

Take good care,

Christian