Introduction: Laurent discusses the importance of creating and developing a leadership ecosystem and the parallels to building trust in relationships.

Changing perspectives: The process of adapting our beliefs and understanding to cultivate personal growth.

Building relationships: The significance of patience and observation in establishing trust with others, including young children.

The personal development industry: Exploring the assumption that change is easy or difficult and the role of leadership ecosystems in this context.

Hi, this is Laurent.

Why does it matter to talk about the creation and development

of a leadership ecosystem?

It matters because we are always the fruit of an ecosystem.

There is no other way to look at it.

There is this belief that we exist out in a vacuum, and we are raised and

educated, and somehow underneath that belief or assumption is hypothesis, which

we rarely articulate, which is saying that we have to work on ourselves as if

we were working in the lab and use our intelligence and our muscles and emotion

better to respond to what's available to us in the environment we belong to.

The funny thing is and we are both creator and the fruit of that environment

at all times, and therefore, when we hope to create, when we work towards

creating moments of joy through sharing some expertise all their achievement

by completing the project to goal of developing an organization or having

a family, or whatever goal seems to be driving and inviting our energy, our

stamina, and our our problem- solving mind, all those goals are also the

fruit of the environment we're in, so our conditioning is in a few words.

But I sometime read in books or on social media and listen in conversation.

The shortcut is not simply to say that there is a conditioning.

It's not about creating a shortcut or things that have a conditioning

It's about actually realizing and experiencing the conditioning of a

boundary, a definitive limit, because it's simply a boundary, that we're

invited not to pay attention to a little bit, like the fishing water.

And when we are realizing conceptually that there are some boundaries

created by our education or familiar environment, how we are born in the

family, whether we are the elders or the youngest, and all of that kind

of thing, and the degree of safety and happiness available at the time.

We are, when we are working on ourselves, we are often discounting

the influence of the environment, now we are working from where are we are

leveraging to expand our awareness

and it's not as simple as that to understand all this, I think and

that's been difficult for me.

It is when we're working on ourselves, developing leadership, or working in our

personal lives and personal development.

It is about taking charge of our relationship with our environment as

a partner, and a teacher to help us work or learn what needs to be learned

in order to change that relationship.

So it's a kind of chicken and egg at all times sort of question.

The more aware I am, the more I'm able to appreciate what's around me,

not as a limitation but simply as an opportunity to be considered and an

invitation to respond, rather than something to react to consciously.

One thing --some development or some change, or a new relationship with

your environment --is one thing.

But trying to discount your environment or reset your environment when we go

into the change is taking a shortcut, which is not accessible because it's

not available, except when we go on what's called a retreat, when you're

retreating somewhere in those isolated environments, or workshop for many days,

or going to some intensive training where we are redrawn from a daily

environment to develop new understanding, new awareness, and new behaviors with

enough momentum we can apply them to environment we are coming from.

Right?

And also, none of this is new to you.

I'm wondering how much of this you take into consideration when you're

working on yourself, let's say with your coach, or when you're trying

to develop your leadership, because only when we start to realize that

we can change our environment, by changing our relationship, with then

now our relationship is changing.

It's a paradoxical, almost ironic way of looking at it, where I cannot change my

relationship environment until I change my relationship with it, and therefore

change my relationship with myself.

But when you look at it, when we take the time to look at it, we realize

that actually it's the only way.

False things to change are when I managed to change my perspective

on what they used to believe and what perspective I used to have.

It's when I don't defy as or really small and tiny sliver access to

different sort of light or different states or sort of form or design,

which is allowing me, if I'm patient enough to develop new understanding

to develop new relationships, and if I practice and experiment enough,

I will then be able to develop confidence and trust in a relationship.

A little bit like when you are trying to engage in a conversation with a very

young child whom you've never met and who is not going to give you his or her trust

automatically when they're frightened.

They're going to take the time to observe you, but at the beginning, It's

going to be very tight, very resisting, and very tense most of them, and

that's the same thing with ourselves.

Access to new prospectives requires time and patience, and appreciation.

False prospective in so that it can relax and welcome us into

what's hiding behind the tension.

Those are some of the reasons why I believe it's important to invest

in the development of a personal development leadership ecosystem.

We talk a lot about this development, which is generating a complete industry

of training and development, learning and development, is resting on an

assumption, which is rarely discussed because we often talk about how

easy or difficult it is to change.