With inspirational leadership, you are not just doing something, you are helping to build something. That thing you build needs to stand on its own.
But you are only the leader, and often only for a short time. The bigger job, that will create sustained, deep change, is to give away authority and accountability, in particular authority. As near as possible, you should try to make yourself redundant. You must aim to create a team that knows what it is doing, an engine of change and improvement that can follow the process without you.
So the final part of the section on creativity is about combating the threats to doing this. Too many of the teams I have been involved with have not sustained the improvements they made, and I blame myself for some of that. At Fairline, for example, after the team had worked so hard to get the business back into profit, it was painful to watch new owners adopt a different strategy, which I thought would fail. I told them so, and they dismissed me for expressing this point of view. They followed their chosen path, and the business failed. A lot of committed, hard-working, skilful people lost their jobs as a result. But often I also take great pride in seeing people I have worked with become the leader, and take the business further than I could, into areas I never dreamed of.
To me, sustaining success means helping as ...