Leadership and management need the warmth of imagination as much as the bloodlessness of logic and reason.

To innovate in the face of uncertainty, paradoxically, more questions might be a useful place to start (as opposed to more answers and solutions). 

The force that drives human behaviour and progress is imagination. Rationality tests and validates.

Charles Darwin rejoiced in ‘fruitful failures’—failure as the source of opportunity. Failure is more interesting and alive than success.

We are anxious that the attention span of the younger generations is diminishing and our relationships are less substantial.

Originality is a catalyst for change. It is subversive. It challenges conventions. It is discord. It is chaos. But we need to remember that the following phase is normalising. The rebel becomes the respected and revered elder.

Creative leadership teams are important in avoiding or limiting failure through strategic and operational misalignment but are also vital in charting the path to the future.

Suppose our organisations are spun from ongoing interactions and relationships. In that case, the idea of creative leadership emerging from complementary pairs interacting over time in a constant cycle of learning and acting may have some merit.