About Curio

Curio puts a fun spin on training emotional fitness for teams. Unlike other solutions in the space, Curio synthesizes creative techniques and psychological principles, offering the most effective, engaging experience.

Hillary Lin, M.D. is a Stanford-trained physician and the Co-Founder/CEO of Curio. Her published research includes work in neuroscience, education, inequity, and medicine. She is also the original writer and designer of highly rated mobile games such as Solve It and Riddlesmith. She has founded companies in the health and wellness space including GoalZu, CoPilot Health, and GutSavvy.

Dr. Hillary Lin, M.D.

The Curio Model

The CURIO Model makes EQ training digestible, breaking down emotional skills training into 5 domains — Curiosity, Understanding Emotions, Relationships, Initiative, and Organizational Leadership.

CURIO Model

Curiosity is an impulsive desire that seeks understanding towards new information and experiences. But that’s not the only beneficial outcome to cultivating curiosity; openness to unexpected outcomes can often lead to workplace improvements and foster a culture of resilience, allowing obstacles and failures to become fertile ground from which better ideas can sprout. In fact, in one research survey of over 3,000 employees, curious people were associated with job satisfaction, motivation, and high performance.Skills such as creativity, imagination, and innovation open us up to explore beyond existing boundaries to become flexible learners and outside-the-box thinkers who generate a positive atmosphere within the organization’s ecosystem. People with high curiosity are:

- Flexible
- Creative
- Innovative
- Open
- Adventure-seeking

Organizational Leadership is our ability to navigate the constructs of our bigger team, department, or community. The competencies that we strengthen in all of the other CURIO domains compound here, in skills that contribute to the support and transformation of organizations - be it the workplace, our family units, or friend circles - communities to which we all belong and thrive in, that make make us stronger and provide refuge in times of hardship and stress. Developing skills to resolve conflicts constructively, seeking or offering support and help when needed, and evaluating the interpersonal and institutional impacts decisions have across intersections of communities support in fostering an organization that grows and expands through the collective learning of its employees. Navigating the complex layers that exist within an organization requires support toward building skills like active-listening, setting and managing boundaries, and developing trust. People with strong organizational leadership are:

- Culturally responsive
- Able to sense unspoken rules
- Able to recognize strengths in others
- Active listeners
- Visionaries

Understanding Emotions is inextricably tied to our decision making, whether we are aware of its influence or not. As we navigate the workplace in and out of team meetings, we may feel flustered from pressing deadlines, excited about new projects, or even annoyed at certain coworkers. Though not all of these emotions may require individual processing, it’s important to recognize that when we do encounter triggering situations of overwhelming emotions, learning how to process them in a healthy manner can help regulate biases and contribute to positive decision-making. In addition, positively regulating our stressors can contribute to foundational leadership skills, improved communication strategies, and a greater capacity for empathy. Ultimately, understanding our emotions builds resilience, allowing for flexibility to cope with the ups and downs we encounter at work. Strengthening our skills in labeling, understanding, and regulating our emotions is critical to our sense of agency and the way we confidently navigate relationships within and outside of the workplace. People who understand their emotions are:

- Mindful of their feelings
- Cognizant of the impact of their emotions
- Able to regulate their emotions
- Able to identify their needs
- Resilient

Relationships are key, whether you’re an introvert or an extrovert. Continuously sharpening skills to foster healthy relationships is critical to success in the workplace. Research has proven that sustaining energy and engagement in social interactions are key predictors to leadership outcomes. So how do we build on these key relational skills? We can start by learning how to better set boundaries when working with others while also practicing active listening skills to accurately understand the heart of what people are saying.Empathy, thoughtfulness, and knowing how to ask for needs to be met are traits that can further enhance team collaboration and individual confidence. People who foster strong relationships are:

- Strong communicators
- Take others' perspectives
- Compassionate
- Excellent Coaches
- Empathetic

Initiative is our ability to build our critical thinking and metacognition (i.e. the way we think about our thinking), while taking ownership of the way we manage energy levels to accomplish goals. But all this requires self-awareness; being reflective about our internal states can provide honest insight into growth and strength areas. How do we approach learning a new task? Do we recognize the appropriate skills and strategies to solve problems? Are we comfortable with self-assessment in order to evaluate personal progress to fulfill responsibilities? How resilient are we to distractions and external stimuli? Initiative plays out in our professional work through the way we persistently pursue our goals, taking the extra step to not just take a project to completion, but stepping forward to recognize unmet needs and accurately foresee challenges before they become a glaring issue.Bridging the connection between our innate abilities and goals that solidify our potential not only keeps us focused, but also drives us toward successful outcomes. People with strong initiative have:

- Achievement motivation
- Responsibility
- Self-management
- Persistence
- Metacognition

organizational leadership our ability to use intuition to sense unspoken rules and navigate complex social interactions
organizational leadership our ability to use intuition to sense unspoken rules and navigate complex social interactions
organizational leadership our ability to use intuition to sense unspoken rules and navigate complex social interactions
organizational leadership our ability to use intuition to sense unspoken rules and navigate complex social interactions
organizational leadership our ability to use intuition to sense unspoken rules and navigate complex social interactions