One of the most creative things I have done was take my first step into a design business of my own. I was creating unique T-shirts, for myself and friends - no two could be the same.

First I used to place paint on a stretched out T-Shirt and spin at high speed on a machine I had developed. But I found after a while of washing the paint started to peel off.

So I created a new design that first spread the paint out onto a Perspex board that was then transferred onto t-shirts and shirts like a screen print. Initially I just did it for myself, though then others started to ask me for them. I sold quite a few and just covered my costs. Though, I was more interested in the fun of making them and making designs for friends, so I never really made any profit.

A couple good things the project did was give me unique clothes whilst at school and university and also lead to me creating hand bound books used as fundraising for various charities later in life and another project supporting young creative talent with YouthbyDesign in later years.

These projects lead to my recent position as publisher of Fast Thinking - Australia's leading magazine on how innovation works - I had the opportunity to interview many CEO's on their thoughts about innovation. Creativity was also a large part of discussion. You can view the interviews here: www.FastThinking.com.au/leadersspeak

Throughout all the interviews, it was interesting to view the variety of ways that leaders measured innovation as an instrumental part of the business process. Sometimes innovation was discussed as a very difficult process to measure given its involvement in so many processes in business. Innovation is a process of people, and as it is applied by people on a variety of levels it is difficult to measure the impacts across an organisation.

Though generally there were always some forms of measurement based predominantly on productivity and profitability assessments where investment usually followed and rewards to relevant staff were applied. Innovation centres were set up and groups of diligent and innovative minds were given the instruction to apply innovative and creative thought in development of new processes and products. Meanwhile all staff were usually encouraged to submit creative ideas and in some cases this worked whilst in others the response was not as successful as expected. It is very difficult to convert the culture of an organisation as it moves into new areas of innovation and change.

Creative leadership has alternatively been a process that is rarely measured and in some cases not discussed across all staff. It is implied that leaders should share creative thought, though as to how this leadership is continued throughout the organisation is often sporadic.

Indeed, creative leadership is what lays the foundations of an innovative culture in an organisation. Creative leadership also does not only come from the people in senior positions. Instead, it is encouraged with all staff and often staff who are at the centre of creativity at the customer contact and design development positions come up with the initial ideas that carry through to management for implementation.

One thing is for sure, wherever there is change, there will be mistakes and people must be encouraged to take risks within parameters, so the full power of creative leadership can be achieved.

When it comes to the question of ‘What is the most creative thing you have done?' I anticipate that the first thing that people will want to discuss is how they have success through creative leadership and innovative development. In all the interviews I have done to date, this was by far the most common approach. However, what interests me most with this forum looking forward is learning about the mistakes that have been made and the improvements that have occurred as a direct result of those creative risks that were taken.

Grant Crossley is CEO of the Creative Leadership Forum. He is a globally respected publisher, consultant and author, with over 20 years experience in business development, sales and marketing. Over the last few years Grant has published a variety of multi media including Fast Thinking magazine, Innovative Household and associated publications and online programs, and has built a network of over 30,000 business, education and government leaders in Australia and overseas. He also managed various associated launches and events. Grant was founder of YouthbyDesign, a benevolent business created to promote the creative talents of youth which provided contractual work and exposure for young talent through a variety of projects funded by business, government and educational organisations.