That is a mouthful, I know. As a right-brained leader in a left-brained business world I am often asked how I have time to think and/or activate creative ideas. The easy answer is that it's hard. So let me share some ideas for you if you happen to be right-brained or would like to be a more creative leader.

Let me start with a philosophic view of creativity in leadership...

First, I value strategic thinking and make time for it.

Second, I don't buy in to the mainstream's media choices for what is good or follow "group speak" well.

Third, I realize that my creative ideas are not always for right now or for my current business. Some are for now and some for later.

That said, here is the system I have created for me. Please know that some of you may use technology more and some may prefer writing in notebooks or on paper, etc. It is your own preference. I tend to use a mixture, which I will share. Remember, this is my plan and system. Use it or adapt it for your best.

7 Steps for Creating a Creative System to Be Creative:

1. Gather - I collect magazines, articles, books and miscellaneous items at coffee shops, concerts, etc. These items are used as inspiration for ideas and for getting a handle on the pulse of society or markets or customers.
2. Tour - At least once a month I visit some location, site or relevant store to gather ideas and to people watch and to learn. I have learned so much from the World of Coke, the National History Museum, Starbucks, visits to Barnes and Noble, the Apple Store and Williams Sonoma.
3. File & Log - I have two file folders in my brief case at all times - "Read" and "Blog." I also have a two journals - "Inspirational" and "Strategic." In these journals I write ideas for now, next year and maybe in five years.
4. Ideate - Every month or so I take the ideas, books, pieces of paper and I consolidate the ideas into my journals. Sometimes I use scraps of paper or 3×5 cards and sometimes I use white boards. I usually change it up to stay creative.
5. Activate - The system is not complete until something is activated. In some cases I simply write a one-page business plan and file it for another time. In other cases I share the ideas with some of our team, Chris Ediger, Dave Rae or Louis Upkins.
6. Filter - I then take the idea through a filter that David Woods and GiANT Partners helped us build. It is engrained into our culture now because of the years we have used it. The filter makes sure that the idea fits the overall strategic vision for the company.
7. Take Action - When an idea makes it through this process it is time to execute. That is where I normally begin to back out. However, before that occurs I make sure I have communicated and the team knows my intent and what I think is success. I think I can get better at this process, but it is thrilling to see an idea come to life.

An Example:

Years ago I was curious as to what most leaders did when they first got to their office or at their desk. I began to gather articles and information on this. I then sent out a simple survey to a number of leaders. I then went to Barnes and Noble and consumed books on the subject. The results were very simple at that point - most leaders started with email, followed by a close second with internet news sites. Very few leaders started their days reading books at their office or desks. If they did, it was at home before they left.

That said, I began to ideate and throw out ideas to others. They responded well. The idea was this - What if leaders took 3-5 minutes to start their day with a simple, but relevant leadership lesson? Would that make them a better leader? As I took it through our filters, our team agreed that it would be a great idea. We then started building it. Two of our leaders began working on the project and we called it the Everyday Leader.

While I was pleased with the content, the concept never really took off inside our company. In hindsight I realized that we had an internal log jam for new ideas that were our own GiANT projects. It took almost a year and a half to create a culture that could produce our own projects and products instead of selling other peoples content.

So, Chris Ediger and Jill Walker dusted the idea off and repackaged the content and changed the name. They did an amazing job. Thus, the Intentional Leader book was born. It is relevant, fresh and consistent with our brand. More than that, our team is ready to execute in ways we have never experienced. In just a few short weeks we have sold 1400 books and that is just beginning. If you would like to see the fruits of this idea, go to www.IntentionalLeaderBook.com.

Creating a Creative System takes discipline and patience. I am both patient and intense. I really want ideas to come to life. However, I really believe that ideas are ready when they are fully baked. Today, I am so excited to see the fruits of our labor and the ideas beginning to flow.

The fun part is that I feel like we are just beginning. We are starting to create some amazing projects and content that fits our mission of transforming the leadership culture of America. I believe that these ideas will help reform pride-based leadership and awaken leaders around the world. However, it all starts with the idea and a system.

Start your own and let me know how I can help you.

Jeremie Kubicek is the President & CEO of GiANT Impact, co-founder of GiANT Partners, and author of "Leadership is Dead: How Influence is Reviving It." Follow Jeremie on Twitter, Facebook, LinkedIn, and/or Subscribe to this Blogs RSS Feeds.