Leadership in this century means shifting the structure of our collective attention—listening—at all levels.

two clashing mind-sets, each of which gives rise to a different dynamic and social field: presencing —the state of co-sensing and co-shaping the emerging future by opening our inner instruments of knowing; and absencing —the state of disconnecting from others (denial, de-sensing) and from ourselves (absencing), which leads to the destruction of

Facing the abyss requires us to stop and look in the mirror, where we realize that the issues outside are a reflection of what is inside

The same problem affects our massive institutional failure: we haven’t learned to mold, bend, and transform our centuries-old collective patterns of thinking, conversing, and institutionalizing to fit the realities of today.

day (morning: moving down the left arm of the U—co-sensing; afternoon: moving up the right arm of the U—co-creating).

Blind spots appear in individuals, groups, institutions, societies, and systems; they reveal themselves in our theories and concepts in the form of deep epistemological and ontological assumptions.

“the success of an intervention depends on the interior condition of the intervener.”

observe deeply, connect to what wants to emerge, and then act on it instantly.

But in working with leadership teams across many sectors and industries, I realized that leaders cannot meet the challenges of disruption by operating only on the basis of past experience.