Kellie Rigg, founder of OMIO Group, reveals why the best leaders prioritise curiosity over control, and shares five questions that build stronger, more empowered teams.
What’s happening: Leaders who prioritise asking questions over providing answers are building stronger, more empowered teams. Kellie Rigg, founder of OMIO Group and organisational psychologist, argues that curiosity, not control, is the foundation of high-performing leadership in today’s complex business environment.
Why this matters: Poor management drives significant employee turnover. According to Gallup research cited by Rigg, half of employees have left jobs to escape poor management, whilst psychological safety remains the strongest predictor of team performance. Asking better questions isn’t a soft skill, it’s a strategic business necessity, Rigg says.
There’s a persistent misconception lingering in organisations: that leaders need to have all the answers. But according to Kellie Rigg, founder of OMIO Group and organisational psychologist, that belief is fundamentally flawed.
“In today’s complex, fast-moving business environment, the best leaders aren’t the ones who speak the most or solve every problem,” Rigg says. “They’re the ones who ask the right questions, and create the space for others to speak honestly, think critically, and step up.”
Having worked with hundreds of senior leaders across industries from tech and logistics to financial services and government, Rigg has identified a common trait amongst high-performing, high-trust teams, which she says is that great leadership is built on curiosity, not control.
To build cultures where people feel seen, supported and empowered, leaders need to ask better questions, not just during performance reviews, but regularly during one-on-ones, team meetings and everyday conversations, according to Rigg.
Five questions that work
Rigg recommends five questions that, when used consistently, create more trust, clarity, ownership and better outcomes.
1. “What’s getting in your way right now?”
This question goes deeper than the casual “How are you?” or “How’s everything going?”, according to Rigg. It invites specificity and honesty, signalling genuine care about what might be slowing someone down.
“It’s a brilliant early-warning system, raising issues before they escalate,” Rigg explains. “Ask this question during your one-on-ones and let the silence do some work. Most people won’t open up straight away. But if you pause, listen carefully, and respond without judgement, they will.”
The goal isn’t to solve problems immediately, but to demonstrate attentiveness and readiness to support, says Rigg.
2. “What’s one thing you’re proud of lately?”
Wins, especially small ones, often go unnoticed in busy, fast-paced teams, according to Rigg. This question creates a moment for reflection and recognition.
“It boosts confidence and reminds people that their effort matters, even when it flies under the radar,” says Rigg. She recommends asking follow-ups like “What did it take to get that result?” or “What made that meaningful for you?” to discover what energises people and where their strengths shine.
3. “What do you need more of- from me or this team?”
This question demonstrates openness to real feedback, positioning leaders as partners in progress rather than blockers or micromanagers, Rigg says. It normalises the idea that needs evolve.
“Frame it with genuine intent,” Rigg advises. “‘I want to make sure I’m supporting you in the right ways, what would help most right now?’ Then follow through.”
4. “Is there anything that we’re not talking about that we should be?”
This question both tests and builds trust and psychological safety, according to Rigg. It invites people to raise concerns, half-formed ideas or tricky topics.
“Over time, this question shows your team that honesty is not only accepted but also expected,” says Rigg. She suggests making this a standing item at the end of meetings. The more often you ask, the more likely you are to hear the truth, she says.
5. “What’s something that’s working really well right now?”
Too often, teams focus only on what’s broken, Rigg notes. This question flips the lens, encouraging reflection on strengths and momentum whilst surfacing processes, behaviours or habits worth doubling down on.
Rigg recommends using this question to open team meetings or one-on-ones on a high note. “Look for themes and listen for patterns. Then find ways to protect and scale what’s working.”
The business case
Leadership isn’t just about outcomes, it’s about enabling the environment where great work can happen, according to Rigg. The research supports this approach.
Rigg cites Gallup research showing that half of employees have left a job to escape poor management. Meanwhile, Google’s Project Aristotle found that psychological safety is the most important predictor of high-performing teams.
“These aren’t soft skills, they’re strategic priorities,” Rigg emphasises.
The return on investment of asking better questions is clear, according to Rigg: stronger relationships, faster problem-solving and a more empowered, resilient workforce.
Building psychological safety
Asking better questions isn’t just a tool, it’s a mindset that builds trust, accelerates growth and strengthens culture, says Rigg. Command and control leadership styles struggle at scale, whilst coaching-based cultures enable employees to make decisions in the moment.
In an era where talent is a company’s biggest competitive advantage, this kind of leadership isn’t just good practice, it’s a business necessity, Rigg says.
“So next time you sit down with your team, resist the urge to have the answer,” Rigg concludes. “Pause, and ask a better question instead. You might be surprised by what you learn.”
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