Leadership starts where excuses end.
It’s Because of You… and That’s a Good Thing
Too often, people hand over their power without realizing it. They blame others. They resist discomfort. They wait for better conditions.
Pierre’s 100% responsible approach is not about blame. It is about choosing a stronger, clearer, more conscious posture in the face of challenge. It is about self-leadership, emotional awareness, responsible communication, and the ability to act with intention instead of reaction.
Clear, accessible, and grounded in real life, this book helps readers develop the habits of conscious leadership, strengthen their relationships, and take back control of how they show up at work and in life.
“After attending an inspiring leadership training with author and speaker Pierre Lescarbeau at the Institute of Leadership in Management, I started reading his book It’s Because of You… and That’s a Good Thing! What stands out most is the tone: clear, accessible, and deeply empowering without ever feeling judgmental. This is a book that challenges you with care. We do not control events, but we are responsible for our interpretations and our reactions. Its message is powerful: pause before acting, recognize your emotions, and choose your response consciously. A compelling read that invites reflection and reminds us that leadership starts within.”
— Sandra Boulanger, General Director - Municipality of Les Coteaux
Answers to your questions
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The book explores a simple but powerful idea: we do not control everything, but we can always reclaim our part of influence. It offers a practical reflection on responsibility, leadership, our posture in the face of change, and the choices that help us move from powerlessness to action.
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It sits at the intersection of both, with a strong grounding in leadership, management, and workplace relationships. This is not abstract introspection. It helps readers better understand what is really happening beneath behaviours, tensions, decisions, and the way people lead.
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Yes. The book speaks directly to the realities of change management by exploring personal responsibility, resistance, human reactions, clarity, and the courage to act. It helps explain why some situations stall and how to reclaim your part of influence to move things forward.
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Accountability is not about pointing fingers. It is about clarifying what belongs to each person, setting expectations people can actually understand, and inviting them to reclaim their part of influence. The 100% Responsible approach is built on that nuance: it is not about making yourself guilty for everything, but about stopping the habit of waiting for everything else to change before you act.
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Often, it is not a lack of effort. It is a mix of ambiguity, discomfort around tension, overload, defensive reflexes, or management habits that no longer work. Many managers were taught how to produce, but not how to mobilize. That is where work on leadership posture, clarity, and practical tools becomes essential.