New leadership will always be tested by money

Since 2016, I’ve been immersed in the field of new leadership.
I joined movements, contributed to visionary projects, and connected with creators who were building new economic models and new ways of working together.
And yet, each time, despite all the clarity and good intentions, the same patterns showed up.
The same cracks appeared.
The same slow collapse — often back into traditional structures that everyone believed they had already outgrown.

What makes this shift so challenging?
It’s not just about building better systems or designing more aligned ways of working.
It’s about something deeper — the invisible foundation underneath it all:
the parts of ourselves still stuck in the old frequency.

And nowhere does that hidden foundation show itself more clearly than around one thing: money, and everything tied to it — control, power, survival, ego.

Money, more than anything else, exposes the truth of a field.
It shows where ego is still hanging on to control.
It reveals where fear of not having enough shapes decisions behind polished words.
It exposes when collaboration is more performance than reality.
And it brings to light how power is used to push personal goals, even when they are dressed up as service to the whole.
Perhaps, most of all, money shows where trust is not truly embedded — not within ourselves, and not within the other.

When tension rises — and it always will — most groups automatically slip back into old habits:
One leader takes control.
Egos clash without enough self-awareness to shift.
Old structures are dragged into new language.
Shared dreams dissolve into unspoken resentment about ownership, money, and recognition.
The average level of consciousness stays stuck — while the dream of building something new grows hollow.

Money isn’t a side issue.
It’s not a technicality to fix after the vision is in place.
It’s the real test.
It shows whether the inner shift has actually happened — or whether it's just words.

If new leadership is real, it has to hold money with the same clarity, humility, and strength as it holds vision.
If fear, distrust, superiority, entitlement, or scarcity are still running the show — then it doesn’t matter how new the words sound.
The structure being built still belongs to the old world.

Money itself isn’t the problem.
It’s just a vehicle for energy exchange — just like any act of service, creation, or support deserves to be honored and received.
Money isn’t evil or pure.
It simply amplifies whatever is already there.

We live, right now, in a world where money is part of the system.
That’s the reality — and it’s not likely to disappear anytime soon, no matter how much the forms evolve.
New leadership doesn’t deny this.
It doesn’t dream of escaping material reality.
It meets it — consciously, directly.

The real task isn’t to get rid of money.
It’s to uncover and heal the hidden wounds we still project onto money:

• the fear of not enough,

• the shame of receiving,

• the superiority attached to wealth,

• the spiritual rejection of success,

• the need to stay in control at all costs,

• and the lack of deep trust.

If we don’t face these wounds, they’ll shape how we lead, how we build, and how we share — no matter how pure we think our intentions are.
They’ll hollow out even the brightest visions, until we finally turn and look at them.

Why does this keep happening?

Because deep inner work isn’t optional if we’re serious about building something new.
Without radical honesty, leaders will still use money — unconsciously — to patch old wounds:

• needing recognition,

• needing control to feel safe,

• needing external success to feel worthy,

• needing certainty because of an old fear of lack.

These patterns don’t go away just because someone "gets" new leadership in theory.
They dissolve only when we’re willing to face them, feel them, and let them fall apart inside of us.

Otherwise, the moment things get tough — when money gets tight, when distribution feels unfair, when personal advantage is threatened — the old system rushes back in.
Hierarchy.
Secrecy.
Competition.
Manipulation.

And because new leadership is never a solo journey, but always a shared one, this tension multiplies: every person brings their own wounds, their own fears, and their own pace of evolution into the field.
Holding a truly new structure means holding space for all of it — without letting the old patterns take over again.

And yet... this isn’t failure.
It’s the natural tension that shows what’s real — and what’s still aspirational.

New leadership isn’t a polished model.
It’s a living, breathing process.
It asks for a whole new relationship with uncertainty:

• the willingness to keep moving without knowing exactly where it’s going,

• the courage to lead without domination,

• the ability to build structures flexible enough to hold the unknown,

• and to anchor deep trust within, trusting that life will show the way.

And most of all, it asks us to make money a conscious part of the field — not a hidden weapon, not a shameful topic, and not something we avoid because it’s uncomfortable.

What does this look like in practice?

It doesn’t mean rejecting money, profit, or structure.
It means freeing them from the old unconscious patterns of domination and fear.

In practice, this looks like:

• Building financial models that stay alive, not rigid.
  Agreements about ownership and money flow are open, flexible, and reviewed over time.
  Profit isn’t seen as bad — it’s needed for sustainability — but how it’s shared adapts as leadership and collaboration evolve.
  Agreements aren’t locked in stone. They are living, breathing.

• Making money radically transparent.
  Money is talked about openly from the start.
  Who gets paid what.
  How profits are used.
  What reserves are kept.
  Nothing hidden.
  When silence or secrecy creeps in, it’s seen as a sign that the old system is sneaking back.

• Honoring contribution without sliding into control.
  Value isn’t just about what’s visibly produced.
  It includes emotional holding, unseen leadership, invisible labor.
  Ownership and compensation are set up to empower the whole — not to create new hierarchies.

• Seeing money as a conscious force, not a contaminant.
  Money is understood as a mirror.
  When distortions show up — greed, hoarding, fear, guilt — leaders treat them as signals to pause, reflect, and realign.
  Not as crises to panic over.

And a simple guiding principle:
Approach every exchange — every collaboration, negotiation, or financial decision — with the goal of a true win-win.
Ask yourself:
What do I receive? What does the other person receive?
Look for the moment when both sides feel seen, honored, and strengthened.
If you find that, you are already moving with the frequency of new leadership — not just talking about it.

When we build like this, the earning model stays rooted in reality — it creates real sustainability and growth — but it stays alive, flexible, and human.
It breathes with the consciousness of those holding it.
It demands continuous presence, continuous dialogue, continuous growth.

New leadership will always be tested by money.
That’s not a flaw — it’s part of the journey.
Until we meet that test fully, we’re still rehearsing the new world inside the body of the old one.

The work isn’t to "get it right" once and for all.
The work is to stay awake.
To keep dismantling every unconscious pattern that money brings to the surface —
until the structures we build are as sovereign, alive, and evolving as the consciousness we say we serve.

Rooted within. Building beyond.
— Luciënne