BETA This is a new service – your feedback will help us to improve it.

Section 2 of 6
Pathway 4: Maintaining curiosity

Maintaining curiosity

The 4 capabilities shown as 4 sections in a circle. Capability 1 which is maintaining curiosity, is highlighted.

Maintaining curiosity as a practice leader

What do you see when you consider a practice leader who has fully developed their ability to maintain curiosity and see its effect on their work? A practice leader who maintains curiosity:

  • creates an environment where innovation and open-mindedness thrive 
  • ensures that practice remains responsive and adaptive to changing needs

The following are examples of what that might look like when you maintain curiosity in relation to the following:

Values and moral purpose

Assessing how strategic decisions and policies align with children’s and families’ best interests ensures ethical, outcome-focused leadership. Leading stakeholder discussions reinforces commitment to long-term benefits.

Leadership and governance

Reviewing leadership structures and governance frameworks ensures stability and accountability across the organisation. Mentoring senior leaders supports effective governance and continuity within the leadership team. 

Partners

Building relationships with external agencies and policymakers ensures you stay informed on best practices and emerging trends that influence the sector.

Leading multi-agency collaborations strengthens cross-sector practice and governance, promoting coordinated improvements.

The service

Staying engaged with frontline services and performance data helps you identify system-wide issues affecting outcomes for children and families. Working on organisational barriers uses these insights to drive service improvements and inform policy changes.

This highlights the strategic effect of senior practice leaders, focusing on system-wide influence while staying curious and aligned with core values and practice.

Over to you

You can use the ‘Why maintaining curiosity is important as a head of service’ section in your 4C leadership capability framework action plan for the following activity: 

  • How do my strategic decisions and the organisation's priorities reflect the core values of promoting the best outcomes for children and families? Are there areas where we are compromising on our ethical stance? 
  • How is my leadership style influencing the culture and performance of my team and the wider organisation? What feedback have I received, and how can I use it to grow as a leader? 
  • How might my personal assumptions or unconscious biases be affecting high-level decisions? In what ways can I model inclusivity and ensure fairness across the organisation? 
  • Am I effectively engaging with my senior and middle managers to understand their needs and challenges? How can I better support their growth while ensuring they feel heard and valued?

Previous Next
The resources have been developed by Frontline in collaboration with DfE.
Published: 30 January 2025
Last updated: 30 January 2025