In watching this video, you can see the emergence of a genuine creative leader at work. Creative leadership requires conviction and commitment with one component marking out the great creative leaders from the others - personal risk!! The great creative leaders in our world, Socrates, Joan of Arc, J.B. Priestley, Nehru, Nelson Mandela to name just a few all took great personal risks to ensure their beliefs in one way or another effected the world in which we live for the common good. Whilst it is difficult to say just exactly what the common good is, universally we know it when we see it and we know when the common good is not being served. Historically the sign of a great creative leader is when someone takes the risk to speak out against entrenched power that we know refuses to allow proper debate regardless of the risks.Julian Assange, Founder of Wikileaks has done that.Watch the video!!

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IBM just released its 2010 Global CEO Study based on face-to-face interviews conducted with over 1,500 CEOs spanning 60 countries and 33 industries. Here are some key points from the study: 1. Even if the recession is over, 79% CEOs expect the business environment to become even more complex in coming years. 2. More than half of CEOs doubt their ability to manage this escalating complexity. 3. Western CEOs anticipate economic power to rapidly shift to developing markets, and foresee heavier regulation ahead. 4. A majority of CEOs cite creativity as the most important leadership quality required to cope with growing complexity. Creativity in this context is about creative leadership

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The best baseball players don't always get elected All-Stars. And the Nobel Prize doesn't always go to the most deserving member of the scientific community. This, according to a pair of recent studies, is because such recognition can depend upon how well known an individual is rather than on merit alone. Moreover, because it's human nature for people to try to find common ground when talking to others, simple everyday conversations could have the unfortunate side effect of blocking many of the best and most innovative ideas from the collective social consciousness. "In our research, we found that people are most likely to talk about things they think they have in common with others, rather than topics or ideas that are more unusual or striking," said Nathanael J. Fast, a PhD student at the Stanford Graduate School of Business. Fast is one of three authors of the paper "Common Ground and Cultural Prominence: How Conversation Reinforces Culture," with Chip Heath of the Stanford Business School, and George Wu of the Booth School of Business at the University of Chicago. "This has the effect of reinforcing—or even institutionalizing—the prominence of familiar cultural elements over ones that are perhaps more deserving."

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