Leadership Is a Creative Act - But Not Always in the Way You Think.

The creative power leaders hold can be used in two ways, constructively or obstructively. Think back on the leaders you have had or watched from the sidelines. How did they use their creative power?

Over time, I have learned something else: it’s not always about intent. It’s also about wiring.

Some of us are wired to expand possibilities; it’s our inclination. Others of us are wired to limit them, or at least throw some creative inertia into the mix.

Why the Best Leaders Don’t Just Lead — They Design

In today’s fast-moving world, leadership is no longer just about setting vision and driving execution — it’s about designing better futures.

The most effective leaders don’t wait for change to come to them. They architect it. They treat leadership as a creative act — designing cultures, strategies, systems, and teams that are future-fit, human-centred, and resilient.

Whether you’re a CEO reshaping your organisation or a senior public servant navigating complexity, you are not just managing — you’re designing how your people show up, how decisions are made, and how impact is delivered.

Leading as designing isn’t a metaphor. It’s a mindset and a method. And it’s one we must embrace if we want to lead teams that innovate, adapt, and thrive.

"Great empires sit at the crossroads of trade and ideas."

Innovation thrives at intersections—where diverse perspectives meet and transform. This wisdom from David Brooks applies directly to organisational leadership today.

The most innovative organisations deliberately create their own "crossroads" by establishing permeable boundaries, curating diverse talent, fostering psychological safety, and building networks beyond their industry.

As a leader, ask yourself: Have you designed spaces where different parts of your organisation meaningfully interact? How effectively do you bring external perspectives into your team? What mechanisms exist for sharing insights from beyond your boundaries?

The most successful leaders don't just manage processes—they architect spaces where diverse ideas collide and transform into breakthroughs.

From Caution to Confidence: How Public Sector Leaders can embrace risk AND innovate.

Innovation has never been optional—it has always been essential but seems interest often flares up and dies away.   Over the years, I have a few great business and public sectors leaders not only innovate but create lasting innovation engines.

Yet for many public sector leaders, risk aversion remains a barrier to change. In New Zealand, our Minister for the Public Service highlighted the challenge of innovating, embracing a culture of action and managing risk. Our new Public Services Commissioner, Sir Brian Roche, reinforced this by stating that true leadership requires the courage to act despite uncertainty—waiting for perfect conditions often means missing opportunities. So how can government leaders move beyond hesitation and drive meaningful innovation?