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In a world that’s constantly evolving, effective leadership is no longer just about having a solid strategy or making tough decisions. Today’s successful leaders embrace their creativity, the spark that ignites collaboration, fuels fresh ideas, and empowers teams to adapt in the face of uncertainty. Thomas Ripsam , CEO C.F. Martin & Co (often known as Martin Guitars), emphasizes that creativity isn’t just a “nice-to-have” trait, it’s essential for building resilient, successful teams. 

Thomas became CEO in 2021, the first-ever leader not directly descended from founder C.F. Martin to do so, ending a family dynasty that dates back to 1833. As a self-described “guitar geek ” with deep experience across Fortune 500 and family-owned businesses, Thomas leverages his creativity to inform his transformational leadership style. 

Thomas and I are both alums of Columbia University, and share a love for both business and music. I grew up playing the violin (although I knew my limitations as a musician and stuck to the business side of things!) His ability to reinvigorate a nearly 200-year-old organization and its culture is something I’m confident will speak to many leaders. 

“Curiosity fuels leadership” 

The world is rapidly changing, and organizations across industries must have their finger on the pulse of that transformation — and learn to adapt to it. First and foremost, Thomas says, that means tapping into your own curiosity , something that served him both in his former role as a consultant, as a musician and artist, and now in his work as CEO. “Curiosity fuels leadership,” he says. “When you’re facing change, the best approach is to be curious about the situation, to observe, and to reflect.” 

Martin Guitars is what many would describe as “iconic” in their space — and when Thomas took the helm, he found that there were many on his team who thought that “because we’ve been around so long, whatever we do is best practice.” But longevity doesn’t always equate to success, especially when there is a lack of clarity around a shared vision. So Thomas began his tenure with curiosity, asking a simple question: “What does the Martin Guitars brand stand for?” He asked this to a room of 15 senior leaders and board members, and he received 20 different answers in return. It was enlightening. If the top 15 people gave that many different answers, how would the rest of the 1,100 employees? 

That single question, born of his curiosity, was a catalyst for major change at Martin Guitars. It’s why Thomas encourages people of all levels within the organization to ask questions, and to empower their teams to do the same by leading by example. “Innovation thrives when people feel free to experiment, and when leaders ask questions and show genuine interest in new ideas, it gives others permission to do the same.”  To foster this environment, Thomas emphasizes psychological safety—ensuring that team members feel supported even when their ideas don’t pan out as expected. “The goal isn’t perfection; it’s progress. Every experiment, whether it succeeds or fails, teaches us something valuable.”

Ask yourself: When faced with uncertainty or change, am I more likely to respond with curiosity or anxiousness? What questions could I be asking to uncover insights?

“The magic is right in front of our eyes”

None of us come to work in a bubble; we’re all shaped by our experiences, interests, and passions. Thomas credits his musicianship and other creative pursuits with enhancing his leadership, and has made embracing the whole person a pillar of Martin Guitars’ culture. “There was this other side of me, the creative person, that I always felt was not really part of me when I did my work. What I learned is there are many people that have very similar stories… So my biggest advice for leaders is to really, really understand who you have in your organization, because I think there is so much specialness…and a big part of that is probably not harnessed.” With so much to do, it’s easy for leaders to focus on what feels immediately relevant, but Thomas cautions against it, “If we're not careful, those experiences bias us or put us in a box, when the magic is right in front of our eyes.”

In order to tap into your people’s hidden talents, Thomas suggests starting with yourself; “You are your own best test case.” Before he joined Martin Guitars, Thomas told himself that his next role would be one that allowed him to feel 100% authentic. But to do that, he had to do a lot of soul-searching, using books like Working Identity and Designing Your Life, as well as expanding his network of people to talk to and get advice from. Not only did he learn a lot about who he was, he was able to identify common threads between what he did in his private life and what he did at work. “What it taught me was that if I describe myself and if I talk about what matters, I can tap into the whole person. I think there's an opportunity for leaders in general to go through that process if they haven't done so yet.”

As leaders, we set the tone for our team members, and when they see you bringing your whole self to work, they’ll feel safer doing it too. Not only will you uncover surprising and potentially transformative information about your team’s skills and interests, you’ll learn what unique things you have to offer as well. 

Ask yourself: What steps can I take to show up as my best self in work and life?

By fostering an environment that encourages curiosity, empowers team members, and embraces what makes individuals unique, leaders can build high-performing teams capable of navigating the complexities of today’s work environment. As Thomas insightfully concludes, “The best teams are those that thrive on creativity and collaboration, where every member feels valued and heard.” Leaders who commit to these principles not only enhance their own effectiveness but also inspire their teams to reach new heights. In an era where adaptability and innovation are paramount, embracing these leadership principles is not just beneficial—it’s essential for success.

What kind of leader do you want to be? Let’s talk about it. 

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