When I first started working in a large global firm, my observations were pretty straightforward. I was at the bottom of the hierarchy with the least experience, surrounded by peers at my level and managers above us, all the way to the top. What I noticed in this structure was a clear division of roles: managers and leaders were responsible for keeping the business running and moving toward its goals. But something was missing—creativity.

The managers kept the office operational, optimizing resources and processes to meet deadlines and stay on budget. Their job was to ensure that projects were completed efficiently. On the other hand, the leaders, some of whom were also managers, had a bigger-picture vision. They could inspire teams and align everyone toward shared goals, but not all leaders were the same. Some truly inspired, while others simply held the title of leader without much impact.

Looking back, what I found most striking was how creativity was treated as something secondary. It was acknowledged, sure, but never brought into the spotlight. Creativity was expected in certain roles but never integrated into the core of management or leadership. It was just another part of the job, something that occasionally popped up when we needed an innovative solution.

As I gained experience and moved into management roles, creativity became even more sidelined. Behind closed doors, the focus was on keeping things running smoothly, maintaining control, and avoiding disruption. Opportunities to think creatively were there, but they were often discarded because they felt too risky or uncomfortable. New ideas threatened to shake up the status quo, disrupt responsibilities, and, let’s be honest, bruise a few egos. So, creative solutions were often left on sticky notes, on a marker board, or in the files, and the focus remained on doing things the way they’d always been done.

Reflecting on my experiences over the years, both as an employee and as a consultant, I noticed something interesting: people mostly identified as managers. Their focus was on maintaining processes and keeping things running. Some saw themselves as leaders, and a few embraced leadership in its true form—those were the ones who could take limited resources and constraints and transform them into something greater. These leaders could inspire and align people to achieve remarkable things, but they were rare.

What was almost never discussed was creativity—the ability to create. When it did come up, it was treated like a side task, something you brought in when you needed to solve a specific problem. Maybe there was that one “creative” person in the office who could come up with a new perspective, but it wasn’t considered a critical part of everyone’s role.

But what if it was?

Why Creativity Matters for Growth

Over time, I realized that creativity wasn’t just a bonus; it was essential. When I entered the corporate world, I identified as a creator first. My background in architecture trained me to dive into complex problems, make sense of them, and create something new. That creative mindset shaped how I saw every task—no matter how small or mundane. “No” became an invitation to explore a new path, and setbacks turned into opportunities for innovation.

By approaching work with a focus on creating, I unlocked potential, both for myself and for the organizations I worked with. This way of thinking opened doors to new ideas, improved processes, and fueled growth. But here’s the thing: creativity isn’t a special skill reserved for a few people. It’s something everyone can develop, and it’s something that organizations desperately need if they want to adapt, innovate, and grow.

How to Embrace Your Inner Creator

Shifting your mindset to embrace creativity doesn’t mean you need to become an artist or a designer. It’s about learning to see problems, processes, and opportunities in a new light. Here are a few ways to start thinking of yourself as a creator, and how you can integrate this into your work:

{*} Develop Your Leadership Voice To create, you first need to know who you are as a leader. What do you stand for? What are your values? Developing your leadership voice means understanding how you uniquely approach problems and opportunities. When you’re clear about your perspective, you’ll find it easier to bring new ideas to the table and create solutions that align with your personal and professional goals.

Ask yourself: What do I believe in as a leader? What kind of impact do I want to have in my organization?

{*} Understand Your Context Creativity doesn’t happen in a vacuum. It’s shaped by the environment you’re in—your team, your organization, the market, and even the broader culture. To create effectively, you need to understand the context in which you’re operating. What are the challenges? What are the constraints? What are the opportunities that others might be overlooking?

By mastering your context, you can identify where creativity is needed most. Instead of seeing constraints as limitations, you’ll start seeing them as opportunities to innovate.

{*} Align Yourself with Purpose The most impactful creators are those who align their actions with a larger purpose. It’s not enough to just come up with new ideas; those ideas need to serve a broader goal. When your creativity is tied to a purpose—whether it’s personal growth, team success, or organizational impact—you’re more likely to stay motivated, push through challenges, and see your ideas through to completion.

Think about how your creative efforts align with the goals of your organization. How can you use your creative thinking to move the needle on what matters most?

{*} Embrace Flexible Leadership Traditional leadership often relies on a command-and-control approach, but creativity requires flexibility. Creative leadership means being open to new ideas, experimenting with different solutions, and adapting as you go. It’s about leading with curiosity and a willingness to change course when needed.

Start by asking more questions and offering fewer directives. Encourage your team to explore new solutions, and be willing to pivot when you discover a better path forward.

{*} Work Through Problems Creatively Problem-solving is often seen as a task for managers or engineers, but creative problem-solving is something everyone can do. Instead of defaulting to the usual solutions, take a step back and ask: How else could we approach this? What’s another way to solve this problem? Sometimes, the most effective solutions come from thinking outside the box.

When you approach problems with a creative mindset, you’ll find yourself seeing possibilities that others miss. And that’s where true growth happens—both for yourself and your organization.

Integrating Creativity into Leadership and Management

When we think about career growth, it’s easy to view it as a straightforward ladder: starting as an employee, then becoming a manager, and eventually reaching a leadership role. But what if we changed that perspective? Rather than seeing growth as a linear progression, we can think of it as a combination of three essential and interconnected skills: creating, leading, and managing—all crucial for driving personal, professional, and organizational success.

• Create: Creativity is the ability to generate new ideas, approaches, and solutions. It involves thinking outside the box, seeing opportunities for innovation, and fostering a culture where experimentation is valued and encouraged.
• Lead: Leadership is about inspiring and aligning people toward a common goal. Effective leadership involves not only setting a vision but also motivating others to pursue that vision, creating an environment where people feel empowered to act and succeed.
• Manage: Management is about organizing and optimizing resources and processes to ensure operational efficiency. It involves maintaining order, executing plans, and ensuring that day-to-day activities run smoothly and in line with overall objectives.

I like to think of these three skills as overlapping circles. Where creativity and leadership intersect, you get innovation—the spark that drives fresh ideas and forward-thinking solutions. Where leadership and management overlap, you find alignment—ensuring that vision and operations work in harmony. And where creativity and management intersect, you get execution—turning innovative ideas into reality through structured processes.

At the center, where all three skills come together, is growth—the sustainable development that occurs when creativity, leadership, and management are in balance, driving success both individually and organizationally. By cultivating all three, you unlock the full potential for growth in any endeavor.

The Future of Work: What Are You Creating?

As we move forward in our careers, the question shouldn’t just be, “What are you managing?” or “What are you leading?” It should also be, “What are you creating?” Creativity isn’t just an add-on: it’s a core part of what makes organizations grow and evolve. When you bring creativity into your leadership and management approach, you open up new possibilities and create space for innovation.

Next time you find yourself stuck in a routine or facing a challenge at work, take a moment to ask: How can I create something new here? Because in the end, it’s the ability to create that will unlock your potential—and the potential of your team and organization.

By integrating these steps into your daily work, you’ll not only improve your ability to manage and lead but also become a creator who drives meaningful growth.