You must set up measurement of results and celebrate small victories as you go along. I have observed that any creativity initiative gets about an eighteen-month grace period. If there aren't any tangible results in a year and a half, despite the strongest commitment, someone in the organization is going to start questioning the whole program.

If there is one characteristic that signals creativity in business, it might be follow-through.

Which I think is great. I don't think there's nothing wrong with it. If you look in most professional sports, they're run by Jewish people. If you look at a lot of most successful corporations and stuff, more businesses, they're run by Jewish. It's not a knock, but they are some crafty people.

Everyone is creative, but me and my colleagues are using a different definition of creativity than is implied when people say they are not creative. We believe that people are being creative if they are bringing out their highest inner resources to improve their lives and those around them. Those who are living from their core, and doing what they are destined to do, are being creative, no matter how mundane their work or profession might seem.

What is a barrier to one person to creativity is a springboard for another. And the thing that makes the difference from one person or another is how they deal with and are affected by their inner voice of blame and criticism, so-called the VOJ or Voice of Judgment.

When you are living with the exhortation or live-with "Be in the World But Not of It," you experience your connection with all and the possibility of co-creativity and collaboration with those around you. You see an oneness in the world as opposed to warfare, even with those who are your enemies. You are not of the world of conflict, even though you have the strength to deal with it and turn it around. You have compassion in the sense of seeing the highest in yourself and then seeing that in others.

Executives run organizations. In business, we need executives who have clarity, people who are in touch with themselves. Then, in leadership and management positions, they can be good role models and leaders. The people I know who have really moved their organizations are scrupulous role models. They are so clear about honesty, integrity, openness, mutual self-respect, dignity for the individual, and creativity, that they don't deviate from these principles at all in their behavior.