By John Kania, Radha Ruparell, Peter Senge, and Hal Hamilton   In 2015, three of us, John, Hal, and Peter, published an article in Stanford Social Innovation Review entitled, The Dawn of System Leadership. The article quickly became one of the most popular articles on leadership in the publication’s history, and many social change leaders around the world began referring to “system leadership” as what they aspired to in their work. Our sense of what made the article popular was that it acknowledged the existential nature of today’s leadership reality: No individual or organization can achieve large-scale progress with a complex problem on their own. We proposed that, in addressing the challenges the world faces in such arenas as climate, poverty reduction, health care access, and educational advancement, today’s leaders must leave behind hierarchical approaches to advancing change and focus instead on “catalyzing collective leadership.” We suggested in the article that catalyzing collective leadership required developing the following three capacities: Ability to see the larger system of which you are a part Fostering more reflective and generative conversations Shifting the collective focus from reactive problem-solving to co-creating the future Ten years later, we are encouraged by the ways the article … Continue reading The Inner Work of System Leadership