Reader, there’s been a lot of discussion about the perks of working from home and how that’s caused us to rethink many other workplace norms. In fact, I recently discussed the merits of reducing the number of meetings we schedule with a fellow LinkedIn member who asked “When can a meeting be an email?”

My friendly debate with fellow commenters prompted me to recall a leader I’ve quoted: Jack Welch said, “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” 

While some of us may be attempting to whittle down the number of meetings we have—remote or in person—don’t forget that face-to-face gatherings are still one of the essential ways we model leadership behavior and cultivate personal growth for those around us. Meetings are also how we cultivate working relationships. What’s more, some of my most memorable learning moments were insights created by thoughtful and productive discussion. 

Let’s face it. Good conversations allow us to demonstrate servant leadership by sharing the spotlight in meetings and enlisting input from others. Healthy exchanges also improve our outcomes and promote curiosity. Yet we have packed agendas and overloaded schedules, so our desire to run efficient meetings spills over into our mentality throughout the day. We risk modeling the behavior we don’t want from our teams.

Harvard Business School professor and behavioral scientist Francesca Gino surveyed three thousand employees from a wide range of firms and industries. She discovered only about 24 percent reported feeling curious in their jobs on a regular basis, and about 70 percent face barriers to asking more questions at work. This reticence with curiosity can stunt our growth in meetings and stifle the exchange of knowledge people have to share.

So what can we do about it? On my blog, I share three tips for encouraging curiosity in your teams.