13 Principles of Creative Leadership
What makes a creative individual a proven leader? How can creative individuals exercise Creative Leadership? Inspired by a book by Paul Arden, ICF and Gallup Coach, Victor Seet, shares some of his ideas on principles of creative leadership.
I have been pondering a lot recently about creativity and innovation. How can we differentiate creative individuals who are good and those who are great?
Perhaps one way of examining is to look at a person's Creative Leadership.
How do I define Creative Leadership? There are many who are creative but not every creative person possesses leadership qualities. Many creative people often face challenges of having their imaginative ideas knocked down by others. It is never easy to have people buying in to a fresh and innovative idea which is more likely than not, unproven. Many creative people give up when they face setbacks. Those with Creative Leadership do not. Those with Creative Leadership influence with their ideas. They find different ways to get others to buy into their innovations. They are highly resilient. They have guiding principles and beliefs that help them overcome challenges and drive innovation. When no one believes in their innovative ways and ideas, those with Creative Leadership have these guiding principles and beliefs as anchors that motivate them to stay on the cutting edge.
Can Creative Leadership be learned? I believe it can be.
I was inspired by some simple but powerful creative leadership principles from a book by the influential Paul Arden. That book got me to think about how people can grow their Creative Leadership by intentionally engaging different strengths in a connected fashion. In CliftonStrengths or StrengthsFinder lingo, the interaction between different strengths is called Theme Dynamics.
Inspired by the book, I connected 13 Creative Leadership principles I have learnt (over the years and through the book) to different CliftonStrengths Theme Dynamics, using the Ideation theme as an anchor. There is also an application question for each of the principles (I'm an Activator). While it is true that each of the 34 CliftonStrengths themes can be used to contribute in the area of creativity, I have chosen the Ideation theme as the anchor for an obvious reason - many people who are known to be creative and innovative have the CliftonStrengths Ideation theme in their top 5 or dominant CliftonStrengths themes. They are full of imagination.
How can those with Ideation grow in their Creative Leadership?
Principle 1: My vision is the greatest creative asset I have.
Ideation and Futuristic: As an Inventor and Creator, my vision is the greatest asset I have. I can dream about that one idea that can break new grounds. I can dream about the product or service I can create that will change the world. I can dream about the positive culture that I can create. The people who succeeded believe in a world that can be co-created. They believe in a world of possibilities when others do not dare to dream.
Application: What ideas can I act on now and what new ideas do I need to move towards my vision?
Principle 2: Aim for the unachievable!
Ideation and Achiever: As a creative individual, I need to aim beyond what I am capable of. I need to develop a complete disregard for where others say my abilities end. I need to develop great ideas and ways to do the things I feel I might be incapable of. It is no longer good enough to create better products or better processes. I need to be the disruptor of industries. Nothing is impossible.
Application: What is one achievement I deeply desire and how can I disrupt myself to achieve what might seem impossible?
Principle 3: My innovations are cutting edge.
Ideation and Self-Assurance: The fact is that the cleverest people in school are not necessarily those who achieve success in life. I can be confident of my creative abilities and the innovation I bring to any team. I am confident in taking risks. The creativity I possess can break through many boundaries and barriers. Entrepreneur or intrapreneur, I can be the Creative Pioneering Leader whose innovations will be cutting edge.
Application: What is one area that I can pioneer or a new ground I can break into using my innovative ideas?
Principle 4. Seek feedback (and embrace criticisms).
Ideation and Input: As a creative person seeking for excellence, I need to be open to feedback and criticism and having people tell me what's the problem. When I accept criticism, I am more likely to get improvements on my ideas. I am still in a position to reject the criticism if I think it's wrong. Creative Leaders exercise humility.
Application: Who can I get feedback from to grow and refine my ideas?
Principle 5: Take extreme ownership
Ideation and Responsibility: I must imagine I’m a Navy Seal. I'm fighting at the front line. There is no time to play the blame game. Whenever a problem arises, I must accept full responsibility even if I'm only partially involved. By doing this, I'm always in a position to do something to resolve any issues and I can make a positive difference. Creative Leaders must have extreme ownership.
Application: What issues do I need to start owning so that I can drive solutions and implement ideas?
Principle 6: Give away everything I know!
Ideation & Command: Many remarkable leaders are generous givers. On the contrary, there are leaders who hoard ideas and are fearful of their ideas being stolen. I cannot be a hoarder. The problem with hoarding is that I end up living off my reserves and soon I'll become stale. I must learn to give away my ideas! It takes courage to do that but eventually more will come back to me. Giving away forces me to look, to be aware, to replenish. Clarity comes from an uncluttered mind. Eventually, I will train myself to be sharper than those who simply take ideas from others.
Application: Who can I share my ideas with so that my innovations can reach more people?
Principle 7: Act on the opportunity you have now!
Ideation and Activator: I must make use of the opportunity I have now to contribute my creativity. The opportunity is right here. I don't need to look for the best one. I can make full use of the opportunities I have now and make the best I can towards contributing creatively. The results might not always be great but at least I will get the satisfaction of trying out my ideas. Over time, I will gain the experience of knowing what kind of opportunities I can grab and what kind of ideas I can easily implement to have quick wins. That will help me mature as a Creative Leader. Gaining a quick momentum is a critical way to pull apart from competition.
Application: What is one area of opportunity that I can see which allows me to use my creative ideas? Who can I offer my creativity to?
Principle 8: Don't take "NO" for an answer!
Ideation and Strategic: I need to keep pushing through for a YES. I need to find alternatives. I need to find a path that will bring a YES! I need to have a resilient mindset and keep exploring new grounds to advance forward. When people say it can't be done, I need to do it. If I don't do it, it doesn't exist. I will be known to be the kind of Creative Leader who creates a path towards success.
Application: What areas do I need to exercise my out-of-the-box thinking and strategies towards to get the results I want?
Principle 9: Failures can give birth to great ideas!
Ideation and Learner: I can learn a lot from my failures and I need to get used to not getting it right. To hone my creative skills is to pick myself up and to learn from every experience. I must intentionally learn from others as well. I can brainstorm better ideas because I grew smarter and wiser. Creative Leaders bounce back up to produce even greater innovations. I will be the Creative Leader who broke through because I never gave up learning.
Application: What is an area of learning that can propel me to be better at brainstorming ideas and create innovative solutions?
Principle 10: Don’t just give a speech. Put on a show!
Forget double shot. Strengths Mug makes your coffee strong!
Ideation and Communication: I must accentuate the positive. I can dramatize what is right. Wow a crowd and bring in the positive emotions. Exaggerate an action. Ideas are often captured by the fresh emotions presented in captivating ways and often through stories! I will be the Creative Marketing Leader who can sell ice to eskimos.
Application: What is one idea I can talk about and what stories can I tell to catch people’s attention and make it stick?
Principle 11: Work with the Best (even if they are weirdos)
Ideation and Maximizer: I need to work with the best creative people. Sometimes they might be difficult to work with but most of these people have excellent qualities that I can learn from. And the fact is, it's probably better than working with Mr Average Nice Guy. Iron sharpens iron.
Application: Who is one creative person I can reach out to have a brainstorming session?
Principle 12: Be a Legend!
Ideation and Significance: Most of us want to work for great companies and great teams. Start thinking and behaving like a winner. I need to stop expecting my managers to lead the way. They are too busy trying to run the company. I need to decide that I'm going to make the company great or at least make a difference. Many companies and great teams are usually built on one or two persons. I must be that person or one of them.
Application: How can I create a legacy in my company through my innovations? Where are the areas within the company that I can offer my creative energy to?
Principle 13: 'ASTONISH ME!’
Ideation and Individualization: Make people feel special! It is about the end user. It is about the individual. Products that are highly customized to fit the uniqueness of the human race catch the consumers by surprise.
Application: How can my ideas be so highly customized that they will have the WOW factor?
Concluding Thoughts: When we leverage our different strengths and engage them in a connected way intentionally, we produce a greater performance. Creative leaders do that regularly and produce consistent outstanding innovations. When they face setbacks, they overcome their challenges by intentionally engaging their different strengths.
"How can you intentionally engage your strengths to drive innovations today?"
Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command
As a Gallup and Newfield Certified Leadership Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being and performance. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.
Listening is Harder than Hard
Do you struggle to be a good listener? Ontological Leadership Coach Victor Seet shares about his journey of learning to listen and highlights the power of noticing to bring forth a real change.
“Harder than hard” - I borrowed this phrase used to describe the highest difficulty level found in some computer games. I chose this phrase to depict the journey that I have been taking in the domain of listening.
I’m a recovering advice-giving addict. Over the years, these are the feedback I have received: “Talk too much; dominate conversations; self-centered; impatient; too much advice; like to interrupt; opinionated; judgemental; want to have the last say”.
I’m a beginner at listening. I declared myself as a beginner the day I made a decision to re-orientate my life. I declared that not listening has caused me pain in too many areas of my life and I had enough. That was in the middle of 2019.
Before I declared this breakdown in my listening, I have read many articles, listened to many podcasts that described the importance of listening. The resources contained many tips and advice. I have tried to apply what I have learnt but I did not get the results I wanted. As I reflected back, learning listening skills without a mindset shift proved to be futile for me. When I declared my breakdown, it felt like an invisible wall had come down. I felt different. I felt a shift.
If powerful listening is at the “harder than hard” level, I’m happy to declare that I’m still at the “beginner” level. I hope I will continue to make progress. There is no shame in that. This article was written because I really wanted to capture my thoughts, record them down and reflect on what it feels like at the “beginner” level.
The very first thing that I had decided to do after declaring my breakdown was to start noticing my own impulses, instincts and my behavior while listening to others. This was the process of collecting data.
These were a few things I had observed.
I noticed that I have a great desire to make offers in almost every single conversation. I offer my stories. I offer my advice. I offer my perspectives. I offer my thoughts of the day. I offer my opinions on things. This impulse to offer was very strong. As I intentionally notice my behaviour and impulses, I found it amusing that I love to make offers. I want to state that I think there’s nothing wrong in wanting to make offers. Noticing this impulse created in me a curiosity about how this might affect my ability to listen..
I noticed I have a particular thinking pattern. I might have a belief that speaking was more valuable than listening. My instincts flushed out this belief. I pay lots of attention to how I speak, how I come across to others when I speak, how to tell stories that would capture attention etc. By contrast, there was little concern about how I come across as a listener. I feel anxious if I assess that I might struggle to speak well or speak clearly on what I hope to communicate. I feel frustrated when I messed up my speech. I feel delighted when I am able to persuade and convince others to buy in to my ideas and strategies. There was however no emotional connection to how I perform as a listener.
I noticed that I listen to speak up. I listen for the space to say something. I listen to respond and offer opinions on things I disagree with. I listen for opportunities to make offers (advice, perspectives, ideas etc). I listen to feel validated about my thoughts. In short, I listen for ME. Listening to care for someone is totally counter-intuitive for me.
I noticed that as I practice listening, the internal conversation (thoughts in my head) is usually louder than the external conversation taking place. It was something I know in the past but I had little awareness of the intensity. The realization that I was quite self-centered became more apparent. The conversation I instinctively focus on was usually the conversation with myself happening in the head.
I noticed as I practice listening, I became more aware of my default sitting posture. I was usually sitting in a more forward leaning position (as if I’m getting ready to pounce on any opportunity given). And I notice that when I form a thought in my head and have an advice or an offer I was ready to make, I lean forward even more. I notice my body is contracted when I listen. I have a tendency to fold my arms as well.
I noticed as I practice listening, I became more aware of my default listening filters. They were usually in certain categories and my CliftonStrengths (or Gallup StrengthsFinder) themes were very helpful to gave me clues. I had the “black or white” filters (Command theme), the “right or wrong” filter (Belief theme), the “efficiency” filter (Strategic theme) just to name a few. As I listen through these filters, my internal thoughts start to form opinions and judgements.
So what did I learn about noticing?
Noticing brought me clarity. The data points gathered were compelling. The more I saw “myself”, the more I could see the new habits and impulses I will need to develop in order to be a new person, a new kind of listener.
Noticing created some kind of latent energy within me. A quick Google search - “the latent internal energy of a system is defined as the internal energy a system requires to undergo a phase transition”. As I took greater notice of my own impulses and behaviours, I also felt a stronger and stronger desire to change. Noticing was producing in me a greater amount of inner strength to make a real change.
Noticing brought discomfort. I lost count of the number of times I felt discouraged and defeated (how come I am so bad at listening?). I have to keep reminding myself that I need to be kind to myself. I have practiced efficiency for a long period but change is slow and often uncomfortable. To be able to sit in discomfort is a capacity I needed to build to create sustainable change in my own life.
Ending note: Some might say noticing feels like inaction. For me, what I took away was that noticing prepared me deeply and powerfully towards the shift - a new kind of person that I say I want to become.
Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command
As a Gallup and Newfield Certified Leadership Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being and performance. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.
Musings About Ontological Coaching
What is Ontological Coaching? How is it relevant for organizations and individuals? How is Ontological Coaching different from other coaching approaches? Can the Ontological Approach integrate with CliftonStrengths? Read how this approach has impacted the author.
When I was introduced to the ontological approach for intra-personal and interpersonal work, I found it very fascinating. I decided to deep-dive into this area. I am writing to share what I have learned and the impact I have experienced. I’m writing as a learner rather than an expert in this field.
You might be thinking: So what is Ontological Coaching?
It is a coaching approach rooted in “Ontology, the study of being.” This approach focuses on exploring how people function and make decisions, how people learn and adapt, and how people show up in different areas of their lives.
At the heart of the ontological approach lies two key ideas:
(1) The Concerned Observer
An individual (known in the field of ontological coaching as “the Observer”) sees, perceives and relates to the world in a very unique way that differs from others. A key word to summarize the uniqueness of each individual is “concern”. Each individual is a “Concerned Observer” and interprets and relates to the world based on his concerns. The interpretations will then lead the individual to a range of possibilities of action to achieve his desired results (relationships, work, finances, health, religion, etc).
(2) An Integrated Way of Being - Language, Emotions and Body
The Observer can be understood by examining three domains in an integrated manner – LANGUAGE, MOOD OR EMOTIONS, and BODY. The ontological approach not only addresses the importance of all three areas, it emphasizes the integration of all three domains to achieve sustainable or deep change. A person’s “Way of Being” is this dynamic interplay between the three domains that actively shapes perception and behaviour.
An ontological coach works with clients to examine their language (inner and expressed thoughts, stories, mindsets, beliefs), recurring emotions and moods, and their body (dispositions, breathing, fitness, health, flexibility). Given that many individuals have their “Way of Being” in a fragmented form, the very act of integrating the three domains often generate new results that can be transformational.
Here is an example of transitioning from an old “Way of Being” towards a New “Way”:
As an individual, I listened primarily to what people said and the words they used (language). I rarely pay any attention to my body and emotions (as well as those of others) when I communicate. In short, this is my fragmented “Way of Being” and I was not conscious of it.
As a parent to three kids, when I realized “language” was the last domain to develop in young children, I saw a gap in how I was communicating effectively with them. My fragmented “Way of Being” shows up in my default communication with my kids.
I started to explore how I could communicate with my kids using body, emotions, and language in a more integrated way. I started to give hugs and massages, scratch their backs, and hold their hands more intentionally. I committed to playing with them and being fully present. As I engage my kids in a more integrated manner, I notice my relationship with them has grown tremendously. I also noticed that this shift towards a new “Way of Being” has created a deep shift within my inner life. My kids have been responding to me more affectionately ever since this shift.
How is ontological coaching different from other approaches?
Here are some differences from my limited knowledge:
(1) First the WHO, then the WHAT
There are coaching approaches helping people develop new strategies, new skills, or new forms of communication. The ontological coaching approach is particularly interested in what’s happening in people’s perceptions and attitudes and how that affects the way people use their new skills and strategies. Borrowing the phrase from Stephen Covey, the ontological approach focuses on the Who before diving into the What.
For example, when a boss shares a new strategy with the team at a particular team meeting, different team members interpret the strategy very differently because of their unique concerns. These concerns affect our perceptions and attitudes (how we see things). And how we see things determine how we eventually act.
The ontological approach suggests that when we don’t address deep-seated perceptions and attitudes (WHO), we will miss out on massive opportunities to help people grow in their effectiveness (WHAT).For example, when a boss shares a new strategy with the team at a particular team meeting, different team members interpret the strategy very differently because of their unique concerns. These concerns affect our perceptions and attitudes (how we see things). And how we see things determine how we eventually act.
(2) First the WHO, then the WHY
In his book Start with Why, Simon Sinek taught us to ask why to seek out the purpose and meaning of what we do. However, having breakthroughs will require us to think differently. Have you had any of these thoughts before?
- Why do I struggle to trust this person?
- Why do I no longer feel excited about hitting my targets?
- Why do I lack confidence despite achieving consistently good results?
- Why did I put back the weight I worked so hard to lose?
- Why do I often feel that I am not being heard?
When we ask "Why" without working on the “Who”, we often do not see breakthrough results.
We assume we can generate breakthrough results using the same operating system. However, we keep seeing the same things and forming the same stories inside our heads. We make decisions “more or less” the same way.
When the operating system remains the same, any upgrading will eventually hit a limit. Even if there are breakthrough results, they do not sustain over some time.
Borrowing the words from James Clear (author of Atomic Habits):
“You do not rise to the level of your goals. You fall to the level of your systems.”
Ontological coaching addresses the “who” by helping clients examine their existing system. This system is the dynamic interplay between the three domains. Ontological coaching explicitly focus on the “Way of being” to help clients upgrade to a stronger operating system.
(3) Not a Psychological Approach to Coaching
Unlike other approaches to coaching, ontological coaching does not have a psychological basis. An ontological approach to coaching is grounded in philosophy and the biology of cognition. Compared to other coaching traditions such as the cognitive-behavioural approach, ontological coaching is not based on the concept of mind but explicitly on the concept of Way of Being.
Many approaches are rooted in Descartes's concept of being human - 'I think, therefore I am'.
From an ontological perspective, human cognition is more than thinking. To consider humans only as thinking beings runs the risk of over-focusing on the domain of language and not explicitly attending to the equally important domains of emotions and body to facilitate change. Ontological coaching's methodology is unique in the explicit integration of language, emotions and body.
What’s the relevance of Ontological Coaching for organizations?
Ontological Coaching can be relevant to organizations and individuals in several ways:
(1) Ontological Coaching is a personal change methodology.
In the 1-1 coaching work, the coachees receive support in examining emotional habits and patterns, patterns that show up in the body as well as thought patterns. In exploring deeper concerns through uncovering these patterns, the potential breakthroughs experienced by individuals often bring deep and sustainable change. When individuals are transformed, team and organizational cultures will also be transformed. Apart from managers and employees, ontological coaching is powerful for anyone who might be involved in work that supports others (leaders, managers, parents, mentors, teachers, social workers, pastors, religious workers, etc).
(2) Ontological Coaching helps leaders do their Self-Work
Adding to the first point, ontological coaching is especially powerful for leaders in the organization. Though there are many offerings of leadership skills, lessons, tips, and strategies in the world, the distinctive belief is that leaders can only truly DO leadership from their way of BEING. If the leaders aren’t aware of what’s happening within them and do their self-work, the quality of their leadership and their influencing capacity will be compromised. The effectiveness of their leadership decisions and communication becomes limited and that has a great impact on the business results of an organization.
(3) The Ontological Approach is part of an Organizational Development (OD) Process
The ontological approach provides a lens that explores how organizations function. While it is often said that people are the most valuable resource and organizations run through people, the ontological approach suggests that it’s the interaction and conversations between people that make an organization tick. The ontological approach provides a very solid methodology and process to examine how leaders and employees are relating and interacting with others. The process empowers individuals to self-monitor and self-adjust the quality of their conversations.
On top of empowering individuals, the ontological process empowers teams in examining the kind of conversations that are taking place or missing (conversations of trust, decision-making, accountability, moods, etc). Ineffective conversations continually cause a waste of time, effort, and energy and stifle creativity and innovation. The ontological approach provides leaders and employees with a detailed set of tools to pay attention to the way they are engaging in conversations.
Conclusion: A Personal Story - how the ontological approach has helped me:
I discovered that when I change my behavior without getting a sense of the kind of person I am (WHO), then under stress, I’ll revert to behaviors that I am conditioned in. This was my blind spot. I have been addressing the WHAT without addressing the WHO.
One of the discoveries I made while learning the ontological approach: for years, I lived with a subconscious belief that I am a bad listener. To improve my listening, I got myself equipped with deep listening skills, went for active listening courses, read Stephen Covey’s book, and learned many great principles. Unfortunately, I found change hard to be sustained.
Under stress at work or home, I will revert to my usual behavior of dominating a conversation and seeking to convince others through my speech. I was unaware of my emotional habits and body patterns (how I show up to others). For those who understand the CliftonStrengths language, I have Communication, Command, Self-Assurance as my dominant themes. I have often been perceived as one who is domineering, high “D” or Alpha.
Through the ontological approach, I discovered a significant difference between “being a listener” and “listening as an action”. I explored new ways of being as a “listener”. I started learning to listen through my body and emotions. I also uncovered the body and emotional patterns that are deeply intertwined with my old behaviors.
As I learn to embrace an integrated approach to listening, I started building new emotional habits and new body dispositions, The integrated approach to being a listener was transformational. I now feel happy listening to others (I honestly could not imagine my old self saying this). I am now comfortable with silence. I saw improvement in my relationships, especially with my wife and children. As I experienced a sustained change within me, this transformation also ignited a new passion. I’m proud to say, I am now a certified ontological coach.
Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command
As a Gallup and Newfield Certified Leadership Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being and performance. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.