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By Caroline Gasc

Around the world, more people are awakening to a higher level of consciousness than ever before. Nowhere is this more confusing and challenging than for those within organisations who must balance their newfound sense of awareness with the old models for success.

Leading this change are the emerging leaders, or as I refer to them as the young change agents. More open-minded, empathic, liberated, and highly creative than most of their predecessors they naturally think outside the box, and approach problem solving from a distinctly fresh perspective. They are conscious minded leaders in the making.

The challenge in liberating the full potential of these young change agents is that many senior executives they report to perceive leadership, change, and transition from a very different perspective. One views success through the framework of the rules associated with climbing the ladder of corporate success. Whereas the young change agents perceive a new set of rules that are more in alignment with climbing the ladder of consciousness.


Their new approach to life and career has a direct impact on multiple levels of an organisation. One immediate area is in leadership and how this redefines what it means to be a change agent.

Their approach to life and career directly challenges the beliefs and attitudes many senior-level leaders remain beholden to in most organisations. Although this sets up for a not so pleasant showdown between the old guard and the new, the battle for who controls the transition of the workspace does not have to be one where anyone loses.

There is a real opportunity here is to co-create a win-win, where the organisation and its employees bring the best of the old paradigm and merge it within the new. This creates an environment for increased productivity and liberates the human potential of everyone in the organisation.

This allows an organisation to effectively navigate the internal and external transition happening around the globe. But in order to establish a foundation to rise above the competition and thrive in this new world of change, clinging to old beliefs and fighting to survive change will not cut it.


For the new change agents, climbing the ladder of consciousness is the new measuring stick for disrupting the status quo. Once these highly valuable employees are freed from the limitations of the status quo organisations will watch their performance elevate to new and sustainable levels.

The impact this change is having on both employees and organisations is both multi-dimensional and unprecedented. A transition of this magnitude requires radical responsibility, conscious awareness, and a mindful presence of both senior leaders and emerging change agents to effectively manage the rapidly evolving reality around them.

This new change occurring for so many organisations is not relegated to just employees. The ways and means consumers buy and interact with brands is changing so fast that metrics from just a few years ago are not accurate benchmarks for where things are today. It can be said we are operating in an age of transparency whereby a disconnect within an organisation no longer remains an internal issue.

Social media and the free-flowing nature of information makes it all the more plausible that when enough employees feel unheard, dismissed, or stuck, they share this openly, affecting the way the consumer market views the brand. Therefore, by encouraging the awakening of their employees’ consciousness, organisations are cultivating both a strong and vibrant culture internally while maintaining a healthy brand to their consumers and partners.

About Caroline:

Caroline Gasc is a Professional Certified Transformational Coach with the International Coach Federation, author of the upcoming book, Kiss Your Edge, and the creator behind the Kiss Your Edge Conscious Leadership Mentoring Program. The Kiss Your Edge mentoring programs are based on over a decade of research and successful application guiding leaders to find their true purpose and power for impact.  Caroline coaches and mentors leaders at all levels, including first-time managers, board directors, C-levels, and VPs of large multi-national corporations and governmental organisations.