We accept with reverence the depth of unknownness about turning around the patriarchal field and what leadership is needed to meet that challenge in order to grow capacity to hold tenderness and care for us and others as leaders.  2. We integrate the paradox of collaborative leadership (neither telling others what to do nor shying away from taking a stand as leaders) to grow our muscles for conscious choice about leadership and use of power. 3. We shift our orientation to see it as part of our leadership service to pull fields together and catch others’ patterns of disempowerment (such as saying yes when it’s not a full yes), to support our own and others’ capacity for acting from non-reactive discernment. 4. We engage in creating rigorous, visionary, and gentle systemic agreements for how to offer support and orient to leadership in the following three overlapping areas to bring to the table everyone’s power regardless of their social location, structural position, and internalized patriarchal conditioning. a. Having sufficient support in place for those who have stepped into holding responsibility for something so they can stay within capacity and keep growing in their capacity to care for the whole, including attending to the impacts of their own power b. Having sufficient support in place for everyone to be able to orient towards leaders, especially emerging leaders, in ways that encourage and challenge leaders with infinite tenderness so as to make leadership sustainable c. Having sufficient support for those who haven’t yet stepped into leadership – overall or in a specific area – to antidote the depth of internalization we all carry and to find capacity and willingness to take active steps towards initiative and responsibility  5. We orient to maintaining as much flexibility as possible to support flow and creativity and as much structure as necessary to attend to purpose and stay within capacity, to give us room for experimentation with sufficient support and anchoring to increase capacity over time. 6. We connect the what and the why to give us strength to take initiative without waiting for others to figure it out and give us tasks. 7. We lean into shared responsibility for the whole and attend to vital functions as part of our participation in any project to reframe leadership so it includes the material plane which reintegrates the mind/body split and reweaves interdependence.  8. We include ourselves as part of the whole that we care for to help us bring our full humanity into our leadership and to eliminate the either/or between caring for others and caring for ourselves. 9. We orient to and seek feedback about how we are caring for needs, impacts, and shared purpose instead of focusing on goals and outcomes as a way to ground our leadership in care for life. 10. As leaders, we rely on decision-making practices that aim to hold all needs and to integrate dissent within capacity and purpose, to increase trust, creativity, and togetherness within the whole.