Companies and corporations face various difficulties, but one of the most worrying situations that affects the plasticity of the institution is the lack of serious training (excluding the many proposals that are only fleeting fads) for leaders, regardless of roles, age, academic background and acquired experience, to undertake a work of emotional management and behavioral reeducation, in order to generate an inclusive context that learns from the ideas and interpretations of the members.

It is very common for the younger members, generally middle-level leaders, to say that they are not listened to by the older and more senior members. This is how they lose enthusiasm to generate new proposals, their self-esteem deteriorates and they opt to move to another company or simply vegetate, disguising their loss of interest.

The hierarchical managers, in turn, state that they do not give space to mid-level employees because they do not trust that their decisions are the most convenient. Here it is worth asking: how will they be able to exercise leadership and make the right decisions if they do not have the opportunity to do so? One solution is for both parties to step out of their comfort zones and, thinking in the plural, decide to act so that there is an exchange of visions, experiences, interpretations and paradigms.

In this situation, the most convenient thing to do is to integrate them into teams to perform joint tasks -at the beginning, low risk- in which they begin to exercise the union with a specific purpose and in this way generate flexible contexts, which is where learning really takes place. Information helps, but does not change people. It is in living together and in practice that the true process of evolution is set in motion. Albert Einstein is credited with this thought: Learning is experience, everything else is information.

In addition, in this exercise we discover the habits of each one of us that may be generating conflicts. Habitual attitudes that are slightly annoying are easy to bear until they become too heavy to change. We must form groups that have the necessary trust and affection to alert each other about habits that may be annoying and that, if taken in time, will be easily modified, which favors the person who changes them and the group they are part of. This will form a plastic community, open to learning and positive, which will be preparing leaders capable of dealing with the future.

In order to favor the exit of the comfort zones that some and others occupy, it will be necessary to resort to techniques and trainings that give flexibility, modify the mental filters that prevent to see the different possibilities, and open new perspectives and angles of observation, approaching the different generations, so that all learn through the other and promote self-knowledge.