Creative Leaders Unplugged

Welcome to Creative Leaders Unplugged, the podcast where we unveil the personal journeys, origin stories, and pivotal moments of innovative and inspiring leaders. Each episode we'll bring you intimate conversations with change agents from diverse industries, as they share their unique paths, transformative experiences, and the lessons they've learned along the way. Join us as we uncover the human side of creative leadership and explore the moments that have shaped these extraordinary individuals. This is Creative Leaders Unplugged—let's get started!

EDITORIAL - The Edge of Chaos - 03/03/2025

EDITORIAL - The Edge of Chaos - Welcome to this week’s Editorial. I’m thrilled you’re joining me today. I want to dive into a topic that’s central to how we innovate, lead, and navigate our constantly changing world. And the metaphor I love using for this is the image of a tightrope walker. So, picture yourself on a tightrope, arms stretched out, wobbling just enough to keep your balance. It’s a little scary, but it’s also exhilarating, right? Because you’re not frozen in place—you’re in motion, you’re making micro-adjustments, constantly shifting between the pull of order on one side and the lure of chaos on the other. That’s the sweet spot where the magic happens. Today, we’re going to explore why it’s so powerful to hang out at this “edge of chaos”, what change blindness is and how it can trip us up if we’re not careful, and how all of this helps us become better leaders and innovators. Balancing on the Edge of Chaos Let’s start with this idea of the edge of chaos. I love how complexity science describes it as a sweet spot between rigid order and total mayhem. On one side, if things are too structured—like an organization with layers upon layers of bureaucracy—creativity gets stifled. People get stuck following the same old processes, or they’re terrified of breaking the rules. On the other side, if there’s too much chaos, everything becomes so scattered that no real progress is made. It’s like everyone’s running around in different directions without a shared purpose. But right at the edge? That’s where we get both innovation and stability. There’s enough structure to keep us moving together, but enough freedom to experiment and try bold ideas. Nature offers plenty of examples: there’s a well-known concept called the intermediate disturbance hypothesis, which basically shows that ecosystems hit peak biodiversity—peak life—when there’s a moderate amount of disruption. Too little disturbance, and the system gets stale. Too much, and it collapses. The same logic applies to businesses and teams. Think of a company like Google. They famously gave employees “20% time” to explore big, wild ideas. That was a bit of chaos sprinkled into their daily work. But they also had a framework in place—enough organization to decide which of these ideas would move forward. It wasn’t anarchy, but it wasn’t stifling order, either. It was a dynamic balance, right on that edge. When Order Becomes a Straightjacket Now, I want to be clear: order by itself isn’t a bad thing. We need some structure to keep us grounded and consistent. The problem is when order turns into a straightjacket, when people say, “We’ve always done it this way,” and shut down new ideas. In some organizations, there’s a heavy reliance on rules, processes, and top-down directives. That can create efficiency in the short run, but it can also kill spontaneity and discourage experimentation. Leaders who micromanage end up with teams that follow the script but don’t bother to innovate. Everyone’s so busy coloring inside the lines that no one asks, “Hey, can we draw something completely different?” I’m guessing you’ve seen this or felt this before—times when rigid policies or endless approvals made it feel impossible to introduce new thinking. So yes, order is useful—until it drains our ability to adapt. When Chaos Becomes… Well, Chaos On the flip side, we have chaos. In small doses, chaos is amazing for creativity because it lets us wander off the beaten path. But when everything is “anything goes,” we can get stuck spinning our wheels. For example, you might have a startup where there are zero rules—everyone’s always prototyping the next big thing, but no one’s thinking about actually implementing. That’s fun for a while, but eventually, the team burns out or runs out of cash because there’s no strategy. I like to remind people: Innovation without a framework can lead to a lack of follow-through. You need some structure to ensure your brilliant ideas don’t end up collecting dust. Nature also shows us this danger. If storms or fires are too frequent, even the hardiest species can’t survive. There has to be enough calm between disruptions to stabilize and grow. Understanding Change Blindness So, we know we need to walk that tightrope, balancing between too much structure and too much chaos. But here’s a twist: what if we don’t even see the rope changing beneath our feet? That’s where a concept called change blindness comes in. Change blindness is this fascinating phenomenon where we fail to notice slow, subtle shifts happening right in front of us. If something changes slowly or in small increments, it can sneak by us undetected. Psychologists have run experiments showing that people can miss huge alterations in a scene if those alterations happen gradually. Translate that to the business or leadership world: you might be so focused on day-to-day tasks that you miss a major shift in customer behavior, technology, or even in your own team’s morale. Think about Kodak: they invented the first digital camera but didn’t quite act on that technology. By the time they realized how big digital would become, other players had seized the opportunity. Or Blockbuster—yes, they saw Netflix coming, but they didn’t move quickly enough to adapt because the change felt gradual… until it wasn’t. We often say, “In hindsight, it was so obvious.” But it’s only obvious later. In the moment, we’re often blind to the slow creep of change—like the proverbial frog in slowly heating water. Leading on the Tightrope So how do we get better at walking the tightrope, staying on that edge of chaos while also combating change blindness? Here are a few practices that come to mind: 1. Stay Curious and Keep Scanning the Horizon Make it a habit to look beyond immediate tasks. Ask yourself and your team, “What’s changing around us, even if it’s subtle? Is there a shift in customer tastes? Is there a new technology lurking in the background?” The more we train ourselves to notice small shifts, the more likely we’ll adapt before a crisis hits. 2. Create a Culture of Experimentation Give people space to try new things—but put some parameters in place. Let’s say you have a monthly “innovation sprint” where teams can tackle any challenge they want. At the end of the sprint, they share results. That’s enough structure to keep it focused, but enough freedom that people can run wild with ideas. 3. Beware of Red Tape If you find yourself or your organization saying, “This is how we do it, period,” that’s a red flag. Question whether certain processes might be outdated. Does every little decision really need six levels of approval? 4. Don’t Fear Course Corrections A tightrope walker is constantly shifting. Likewise, leaders should be comfortable saying, “We tried it; it didn’t work. Let’s adjust.” Admitting mistakes or pivoting isn’t a sign of weakness; it’s how you avoid the extremes of order or chaos. 5. Invite Diverse Perspectives One of the best ways to beat change blindness is to surround yourself with people who see things differently. Encourage your teams—and even your customers or external partners—to challenge your assumptions. Sometimes a fresh set of eyes can catch that slow-moving shift you’ve overlooked. Why This Matters for Your Future We’re in a period where massive shifts are happening globally—technology, climate change, social values, you name it. Traditional hierarchies that we inherited from the Industrial Revolution are slowly fading. We’re seeing more small, interconnected teams and ecosystems of small companies working together, rather than one big monolith controlling everything. Technology now allows even a tiny startup to have a global impact. In this world, being flexible, perceptive, and collaborative isn’t just nice—it’s non-negotiable. Thanks so much for tuning in. I hope this editorial has sparked some new ideas or at least given you a fresh perspective on how to navigate our crazy, ever-evolving world. Next time you feel the wobble under your feet, remind yourself: it’s not about standing still—it’s about making those micro-adjustments, staying curious, and leaning just enough into both order and chaos to keep moving forward. Until next week, remember to keep that creative energy flowing—and I’ll catch you on the next episode of the Creative Leadership Podcast. Take care, everyone! /episode/index/show/creativeleadership/id/35519110

The Story of Samuel West - Museum of Failure and conceptual dyslexia 02/24/2025

The Story of Jim Kalbach - Improvisation, Music and the Future of Organizations 01/24/2025

The Story of Duncan Wardle - Disney, Playfulness and not being afraid of Failure 01/08/2025

The Story of Anderson Gomes Da Silva - Bold Leadership, Automation and Games 12/08/2024

The Story of Anderson Gomes Da Silva - Bold Leadership, Automation and Games The Flower Analogy: Lessons in Leadership and Design from Anderson Gomes da Silva In the recent episode of Creative Leaders Unplugged, Anderson Gomes da Silva, Head of Product Design at Bol.com, shared his thoughts on leadership, design, and innovation. Among the many insights he offered, one stood out as a profound metaphor for organizations and systems: the “Flower Analogy.” Anderson described how managers often strive to organize their teams or systems into neat, labeled categories. He likened this to taking a flower and meticulously separating its petals, stems, and leaves into individual boxes, labeling and arranging them perfectly. The result? While the parts are now cataloged and visually satisfying, the flower itself is no longer alive. This analogy captures a fundamental tension in leadership: the urge to impose structure and control versus the need to nurture living, interconnected systems that thrive on complexity and adaptability. The Dangers of Over-Organization Anderson’s flower analogy is a reminder of the risks associated with over-managing or siloing teams within an organization. While structure and order are essential for clarity and efficiency, excessive compartmentalization can kill the very creativity and dynamism that make teams effective. A company isn’t a collection of isolated parts—it’s a living organism. When we forget this, we risk stifling growth and innovation. This challenge is especially relevant in today’s fast-changing world, where agility and collaboration are key to staying competitive. As Anderson pointed out, many organizations are tempted to box their teams into rigid roles or processes to create a sense of predictability. But true innovation happens when teams interact across boundaries, share ideas, and tackle problems together. Design Thinking as a Holistic Practice In the interview, Anderson emphasized the value of seeing problems systemically—a key tenet of design thinking. Just as a designer must consider multiple perspectives (user experience, market viability, technical feasibility), leaders must take a holistic view of their organizations. By rotating the “flower” and examining it from different angles, leaders can understand how various parts contribute to the whole. Anderson’s leadership philosophy extends beyond design. He applies design principles to his own role, mapping stakeholders, visualizing team dynamics, and prototyping better systems. This iterative and exploratory approach ensures that the “flower” of his organization remains vibrant and alive. Balancing Chaos and Order Anderson also spoke about the delicate balance between chaos and order. He acknowledged the need for systems and tools to bring stability to repetitive tasks—an area where he excels through automation. However, he stressed the importance of leaving room for creative exploration and serendipitous connections. Creativity thrives at the intersection of chaos and order. Leaders who can navigate this space—like a gardener tending to a living, growing flower—foster teams that adapt, innovate, and flourish. A Call to Leaders: Keep the Flower Alive The flower analogy is a poignant reminder for leaders: don’t let the need for control suffocate the life out of your organization. Instead, focus on nurturing connections, embracing complexity, and fostering a culture where creativity and collaboration can thrive. As Anderson said, “Organized things are chaos; natural things are prosperity.” The best leaders understand that their role is not to impose rigidity but to cultivate a dynamic ecosystem where innovation blooms. /episode/index/show/creativeleadership/id/34335990

The Story of Ewelina Polińska Nadra - Curiosity, Leadership and work life balance 11/28/2024

The Story of Ewelina Polińska Nadra - Curiosity, Leadership and work life balance Curiosity and Authenticity: Foundations of Modern Leadership leaders are increasingly challenged to balance innovation with empathy. Ewelina Polińska Nadra, an innovation manager and mother, exemplifies how curiosity and authenticity can serve as the cornerstones of effective leadership. Her journey offers valuable insights into integrating personal values with professional practices. Curiosity: The Catalyst for Growth Ewelina’s life is a testament to the transformative power of curiosity. From exploring the depths of marketing to spontaneously diving into triathlons, her inquisitive nature propels her forward. For leaders, this relentless drive to ask questions, explore new avenues, and embrace the unknown fosters creativity and adaptability—qualities essential in industries undergoing constant change. Authenticity in Leadership Equally central to Ewelina’s philosophy is authenticity. She believes in bringing her whole self to work, acknowledging the inseparable link between personal and professional lives. By sharing her vulnerabilities—whether admitting to a bad day or drawing parallels between parenting and management—she creates an environment where others feel safe to be themselves. This approach humanizes leadership and fosters trust and openness among team members. Lessons from Parenting Ewelina’s experiences as a mother deeply influence her leadership style. She has learned to adapt her communication, offer tailored support, and respect individual differences—skills directly transferable to managing a diverse team. Her emphasis on creating a “brave space” encourages team members to take risks, voice dissenting opinions, and grow. The Future of Leadership As workplaces evolve, leaders must embrace a more holistic approach. Curiosity drives innovation, while authenticity builds connection and trust. Together, they form a powerful combination that enables leaders to navigate complexity while empowering their teams. Ewelina’s story reminds us that leadership is not about perfection but about presence, curiosity, and a commitment to continuous learning—both about the world and oneself. As she succinctly puts it, “You can’t be authentic if you don’t know yourself.” In a world that demands both innovation and empathy, her insights offer a roadmap for leaders seeking to inspire and lead with integrity. /episode/index/show/creativeleadership/id/34195460

The Story of Ari Elefterin - Embracing Your Unique Perspective - 11/18/2024

The Story of Ari Elefterin - Embracing Your Unique Perspective - Serious Attention to Touch When screens often mediate our interactions, the profound significance of touch in our lives can easily be overlooked. Ari Elefterin, a transdisciplinary designer and somatic researcher, is passionately exploring this very terrain. Through their project “,” Ari delves into our intrinsic need for tactile connection, aiming to reintegrate touch into our daily experiences. “Touch Starved” isn’t just a project; it’s a movement. It encompasses workshops like “Being in Touch” and introduces innovative tools such as the “SAT: Serious Attention to Touch” seating device. These initiatives offer designers and technologists a framework to recognize and address their physiological needs, encouraging them to become “body innovators.” At the heart of Ari’s work lies the concept of —the idea that our thoughts and behaviors are deeply influenced by our physical experiences and interactions with the environment. This perspective challenges the traditional separation of mind and body, suggesting that our cognition is not just housed in our brains but is a dynamic interplay between our bodies and surroundings. Ari’s approach resonates with themes from which explores how tools, environments, and social interactions extend our cognitive processes beyond the confines of our brains. By emphasizing touch and bodily engagement, “Touch Starved” exemplifies how design can harness embodied cognition to create more holistic and human-centered experiences. Incorporating touch into design practices addresses the sensory deprivation prevalent in modern workplaces and promotes well-being and creativity. By acknowledging and integrating our innate human needs, initiatives like “Touch Starved” pave the way for environments that are more responsive to the full spectrum of human experience. Ari’s work serves as a poignant reminder of the importance of touch in our lives. By reconnecting with this fundamental sense, we can foster deeper connections with ourselves and others, leading to more meaningful and fulfilling experiences. /episode/index/show/creativeleadership/id/33971442