Sushant Shrestha 1440 Multiversity, Scotts Valley, California September 10 to 13, 2026
The shape of the day
Resource decisions happen everywhere
Someone approves a budget line.
A school gives you a room for an after-school program.
A board backs a new direction.
A team commits 40 hours of its time.
Some of us will raise money. Others will ask for one of these. The day is about the asking, whichever it is.
What you'll leave with
2
Your weakest C
and what to work on for the next 3 months
3
The kind of capital your project can honestly ask for
and 2 or 3 approaches worth exploring
4
The 3 things missing from your folder
as a funder would see it today
5
A one-page strategy map
where you stand, where you lean, how you'll know
6
One ask
made out loud, to a room that answers
The number is the session where you'll build it.
1
Arriving: presence and absence
9:00 to 9:30 · 30 minutes
Arriving: presence and absence
What is present and what is absent?
Arriving: presence and absence
Why capital, in a leadership program?
Bringing an idea into the world is a spiritual process. At some point we have to ask other people to put something behind it, and the asking shows everything the inner work has touched, and everything it hasn't.
Money is the clearest case, so that's the one we'll use.
A story before we begin
The monk who designs funds
1
Finance and technology. Here I began. I became very skilled at moving money long before I knew its purpose.
2
The monastery, and the interior. I was trained as a monk. Then I turned to integral psychology and adult development, not as a profession but as a practice, and gave it many years. This is the me who feels most at home in this space.
3
Transformative organizations. I went off and created the kinds of organizations we have all come here to create: funds, funds of funds, a book. Some succeeded. Others educated me.
4
Finance and technology. Fifteen years around the cycle. Over $20M raised for founders, a fund returning 3.1x, training at Oxford's Saïd Business School. Same spaces, a very different me within.
Each cycle brought me back one turn farther out. Nothing was ever left behind.
The monastery never taught me how to read a cap table. The cap table never taught me how to sit with a no. This work requires both, and I had to go round more than once to learn it.
I am also a poet and a musician. That, too, is part of the practice.
Arriving: presence and absence
Where your project stands today
One sentence each: where the project is this morning, not what it is. 30 seconds.
Arriving: presence and absence
Who your project needs who isn't here
Say it out loud: one person, or kind of person, your project needs in order to move, who isn't in this room and won't be. Be specific. A role, a relationship, a decision-maker, a kind of expertise.
Arriving: presence and absence
For this project to succeed and change something in the world, who do you have to become?
Who you have to be, not what you have to do.
One sentence to the person next to you. The question comes back at 5:30.
Arriving: presence and absence
Two questions
Outside
Who does this project need?
Inside
Who do I have to become?
We carry both through the day, and return to them at 5:30.
2
Capital and power: why transformation doesn't transfer
9:30 to 10:30 · 60 minutes
Capital and power
We've done years of inner work.
We see clearly. We know what matters.
And the project is still stuck.
Capital and power
Becoming more conscious doesn't hand us the knowledge a field requires.
Having the knowledge doesn't hand us the relationships a coalition needs.
These are different capacities.
Lasting work asks for all 3.
Capital and power
An uncomfortable truth
Transformation in one quadrant doesn't mean transformation in the others.
We can be deeply changed on the inside and still run an organization the way organizations always have.
Most transformation work lives in the head and the heart. Clearer seeing. A more open heart.
Power lives lower down, in the hara. The will to act. To ask. To hold your ground when someone says no.
Capital is hara work. It's the center most of us have left untrained.
Capital and power
Where capital and power are concentrated
Every value system allocates resources by its own logic. Almost all of the world's capital is allocated by two of them.
Turquoisewhole systems, planetary
Yellowintegrative, systemic
Greencommunity, equity, impact
Orangegrowth, return, competition
Bluerules, mandate, fiduciary duty
Redpower, extraction
Purplekinship, tradition
Beigesurvival
Share of capital allocated from each value system. Illustrative, not measured.
Orange asks what it returns. Blue asks whether the rules allow it. A sliver of Green asks who it serves, and it is smaller than its noise suggests.
Whoever holds the capital sets the language everyone else has to speak. Our theory of change becomes a model. Our relationships become a pipeline. That translation is the tax.
This is not a ladder of better people. It is where the yes comes from, and that is a great deal of power.
The money is not wrong. It is answering an Orange question. Until that changes, the translation is our work.
Capital and power
What development costs us
The theory says we transcend and include. More often we transcend and bury.
The cost
Yearspractice, study, retreat, therapy
Moneytuition, training, underpaid years
Peoplerooms you outgrew, fewer peers who see what you see
Legibilityfewer roles fit us, and it is harder to say what we do
What you may have lost
RedThe will to enforce. We stopped being able to walk away, hold a line, or name a price.
BluePatience for form. Filings slip. Governance feels like bureaucracy.
OrangeAppetite to compete and to count. We stopped pitching, and stopped claiming credit.
The market prices Orange. We spent years and money on what it doesn't price, and the capacities we need to get funded are often the ones we put down on the way up. They are still ours. We can reach back and pick them up.
Capital and power
Ideas are easy. Execution is hard. Consistency is hardest.
Ideas are where most of us start, and many of us stay. Another framework. Another whitepaper. Another theory of change.
Execution is where the entrepreneurs go. Launch, then chase the next shiny thing.
Very few stay with consistency. The same work, iterated.
Most projects in this room are, rightly, in the first column today. The question is what moves them to the second.
It's not 10,000 hours. It's 10,000 iterations.
And consistency is a Blue and Orange capacity: patience for form, appetite to count, willingness to repeat the unglamorous thing. Often the ones we set down. The iteration problem and the funding problem have the same root.
Capital and power
The 3 C's
Consciousness
Waking upGrowing upCleaning upShowing up
How clearly we see, how far we have developed, what shadow we have faced, and whether we show up when it counts.
Capacity
Domain-specific knowledge.
What you know how to do in this field: the craft, the numbers, the systems, and the ability to run the thing.
Collaboration
The willingness to form a coalition, work as a team, and stay plugged into relevant networks.
The people who will say yes when you ask, and the people who will tell you who to ask.
Capital and power
Where each one fails
Consciousness, missing
Reactivity and blind spots
The same conflict with different people
Mission drift
Capacity, missing
No model, no numbers
No plan past 12 months
Decisions based on instinct when data was needed
Collaboration, missing
Working alone, pitching strangers
No one to make the introduction
No board that shows up
Capital and power
Capital is where all 3 get tested at once.
Asking for resources exposes our consciousness. Can we hear a no?
It tests our capacity. Do we know what we're asking for?
And our collaboration. Is there anyone to ask?
Money is the test, not the point.
Capital and power
Most capital work has been done through one archetype: the warrior. Often, the wounded one.
Win.Defend.Extract.Don't show weakness.
It produced a lot of capital. And a lot of damage.
Capital and power
How we hold capital: four archetypes
King
Warrior
Magician
Lover
Maturein its fullness
The kingDecides what the whole is for and where the resources go. Blesses. Thinks in decades.
The warriorActs. Sets boundaries, executes, holds discipline, takes the hit.
The magicianSees the pattern and makes it legible. Designs the instrument that lets something happen.
The loverStays in relationship after the deal. Cares who is on the other side of the table.
Shadow, activetoo much
HoardingHoards. The endowment that grows forever and gives out 5%.
ExtractingExtracts. Wins the deal at the other side's expense. Punishes weakness.
ObscuringHides behind complexity. Uses knowledge of money against you.
MergingCan't say no. Takes any money. Loses the project inside the relationship.
Shadow, passivetoo little
AbdicatingAbdicates. The board that rubber-stamps whatever staff brings.
Over-givingCan't ask. Undersells, over-gives, takes bad terms to avoid conflict.
AvoidingWon't learn how money works. "I'm not a numbers person."
DetachingDetached. Pitches strangers, builds no coalition, feels nothing about the ask.
Capital work needs all four, in their mature form. Most of us have one we have never trained, and one we've trained only in shadow.
Capital and power
One thing to try this week
Find the one you set down. The tell is usually easier to spot than the capacity.
King
The tellEverything is still on the table. You haven't said no to anything this year.
This weekName one thing the project will not do. Say it to someone who will hold you to it.
Warrior
The tellYou discount before anyone asks you to.
This weekMake one ask with a number in it. Say the number, then stop talking.
Magician
The tellSomeone else built your model, and you hope nobody opens it.
This weekDerive one number in it from scratch, so you can answer the question about it.
Lover
The tellYou only contact people when you need something.
This weekCall one person who said no. No ask attached.
Do it before you feel ready. Readiness arrives afterwards, or it doesn't arrive.
Capital and power
Reflection and inquiry, 15 minutes
1Which of the 3 C's is weakest in your project right now?
2Where have you assumed inner development would carry the outer work?
3Which of the four archetypes have you trained only in shadow, and what does it cost you when you ask for something?
Write alone for 5 minutes. Then pairs, 5 minutes each. Listen without fixing.
Click the ring or the button. Click again to reset.
3
The capital landscape: what kind of capital do I need?
1:00 to 2:30 · 90 minutes
The capital landscape
How the money thinks
Capital is a spectrum, not a switch. Everyone with money is answering two questions at once: what do I need back, and how much good do I need to see? Where they land decides what they can say yes to.
Money firstBothGood first
01
"How much can this make me?"
Anything profitable. Harm isn't their question.
Traditional
02
"How much can this make me, without doing anything I'd be ashamed of?"
Anything profitable that clears a few lines they won't cross.
Responsible
03
"Can this make me money and do some good?"
Profitable things that happen to help. Good is a bonus.
Return first
04
"Can this do real good and give me my money back?"
Things that work, with the money preserved. Growth is a bonus.
Impact first
05
"What good can this money unlock that wouldn't happen otherwise?"
Things that need a first yes. They expect to lose some of it.
Catalytic
06
"What good can this money do?"
Things that work. The money is gone.
Philanthropy
Many good projects live in columns 4 to 6 and spend years knocking on doors in columns 1 to 3. The money isn't wrong; it's answering a different question. The work is finding the people who are already asking yours.
Adapted from Global Partnerships’ capital continuum.
The capital landscape
The map
Every kind of capital sits somewhere on two questions. What does the giver expect back? How long will they wait?
Customers and sponsors are capital too. For many projects in this room they're the most realistic kind.
Move over any circle to see what it is.
Nothing comes backThe money comes backThe money comes back with more
The capital landscape
Who sits where
Capital source
Usually offers
How long they'll wait
Hardest thing about them
The capital landscape
There is no shortage of capital
Trillions of dollars are already moving through the systems that fund, buy, build, and sustain things.
$20TU.S. consumer spending / year
$3.1TU.S. private equity AUM
$1.6TGlobal impact-investing AUM
$593BU.S. charitable giving / year
$308BU.S. VC dry powder
$20BCDFI capital available for financing
The money is there.
These figures measure different things — spending, annual flows, assets under management, dry powder, and available financing — so they are directional, not like-for-like.
Sources: BEA; Congressional Research Service; S&P Global; GIIN, Sizing the Impact Investing Market 2024; Giving USA 2025; NVCA/PitchBook 2025 Yearbook; OFN CDFI Research Update 2024.
The capital landscape
But most capital is asking a different question
The challenge isn't finding capital. It's finding capital whose expectations match the work.
Capital asks
Return"What do I get back?"
Speed"How quickly can this grow?"
Scale"Can this become much bigger?"
Certainty"How do I control the risk?"
vs.
The work needs
Time"Let this compound."
Patience"Don't force the model."
Flexibility"Let the structure evolve."
Trust"Stay with us as it changes."
The biggest pool isn't necessarily the right pool.
Capital strategy is not "How do we raise money?" It is "What kind of relationship with capital does this work require?"
The capital landscape
What can your project honestly offer?
Two things come back from any project: money, and good in the world. Be honest about both before anyone else asks.
None
Money back: Nothing. The work produces public good but no cash.
Good done: Clear, visible, and yours to show. This is the whole offer.
Asked by columns 5 and 6: catalytic, philanthropy
For example: participatory grantmaking.
Capital back
Money back: Enough to repay, but not to grow the money.
Good done: Real and measured. The good is why they wait for the money.
Asked by columns 4 and 5: impact first, catalytic
For example: integrated capital.
Capital plus
Money back: More than it cost. Revenue share, equity, commercial debt.
Good done: Welcome, and it has to be true. It will not carry a weak return.
Asked by columns 3 and 4: return first, impact first
For example: steward ownership.
Mixed
Money back: Different parts of the work sit in different places.
Good done: Different parts too. You might need more than one kind of capital, and more than one story.
Asked by columns more than one
For example: blended finance.
The capital landscape
Place your project, 15 minutes
1What return type can your project honestly offer today?
2Which 2 or 3 kinds of capital match?
3Which have you been chasing that don't match?
Today, not in 5 years.
Click anywhere on the map to place your project. Then share your answer to question 3 with your table.
There are at least 78 named approaches in this field. If yours isn't on today's map, it probably exists: intelligence.sushantshrestha.com
The capital landscape
Reflection and inquiry, 15 minutes
1Where did you place your project, and which column of the continuum has been asking your question all along?
2Which kind of capital have you been chasing that doesn't match, and what made it attractive?
3Say your return type out loud, without apology. What changes in your body when you do?
Write alone for 5 minutes. Then pairs, 5 minutes each. Listen without fixing.
Click the ring or the button. Click again to reset.
4
Capital readiness, part I: the basics
2:45 to 3:15 · 30 minutes
Capital readiness, part I
Readiness fails on all 3 sides
Transformative projects and organizations
Asset allocators grantmakers, check writers
Investors LPs into funds
What readiness means
Can you be underwritten? Is there enough here for someone to say yes and defend that yes?
Can you underwrite this kind of thing? Do you have the mandate, the instrument, and the diligence capacity?
Can you hold this risk and this time horizon, and explain it to your own board or beneficiaries?
How it typically fails
No model, no numbers, no named decision-maker, no legal wrapper.
Mandate too narrow, no instrument for early-stage work, program officers with no authority, cycles slower than the project.
Return expectations mismatched to the asset, no tolerance for a 10-year hold, career risk in going first.
Who gets blamed
The founder
Nobody
Nobody
Capital readiness, part I
We still have to fix our own column. Nobody else will.
But we can stop carrying the other 2 columns as if they were ours.
ours
theirs
theirs
Capital readiness, part I
"Can you be underwritten?" means this:
Someone on the other side has to write a memo saying yes. Then defend that memo to a committee, a board, or a spouse.
Everything that follows exists so that memo can be written.
Capital readiness, part I
What makes someone confident enough to say yes
Nobody funds a good idea. They fund whatever makes them confident, and confidence has a different shape at every stage.
PurpleBelongingWho are your people? A vouch from inside the circle. Family money, lending circles, the friends-and-family round.
RedLeverageCan I enforce this? Collateral, a personal guarantee, control terms. Confidence comes from being able to take something back.
BlueLegitimacyIs this proper and permitted? Charter, tax status, audited accounts, board minutes, precedent. Blue trusts the process, not the person.
OrangeEvidenceCan you prove it? Numbers, comparables, track record, projections, diligence. This is why the data room exists.
GreenRelationshipWhose project is this really? Testimony, community endorsement, who was in the room when it was designed.
YellowCoherenceDoes the logic hold in context? A clear read of the system, named leverage points, and an honest account of how it might fail.
TurquoiseResonanceDoes this serve life over the long arc? Fit with living systems, long horizons, wholeness rather than a metric.
YouWhich one are you fluent in?Most of us arrive speaking Green and Yellow, and are judged in Blue and Orange. That gap is the work, not a failing.
The folder you are about to see is three of these languages at once. You already speak one of them.
Capital readiness, part I
When you and the money are at different stages
The same project gets a different answer depending on who is reading it.
Greenthey are
Orangethey are
Bluethey are
Green you are
AlignedFast trust, short diligence. Nobody asks the money question, and it comes due later.
You bring testimony. They ask for unit economics. It feels like your values don't count.
There is no box for you. “We don't fund that category” is not a verdict on the work.
Orange you are
You lead with returns. They hear extraction. You lose on tone, not on merit.
AlignedClean and quick. The mission quietly gets optimised away.
They like it. The mandate still says no.
Blue you are
Your governance is immaculate. They wanted to hear whose project this is.
Compliant, and slow. They move on before your committee meets.
AlignedSafe, fundable, and rarely new.
Matching is fast, not always good: two people at the same stage share the same blind spot. A mismatch is not a rejection, it is a translation cost, and the money rarely pays it. So you translate, you bring a translator, a board member or an advisor fluent in their language, or you find a different funder.
Capital readiness, part I
AI and you: what can be drafted, and what must be earned
Drafting used to be the expensive part of readiness. It isn't any more.
What just got cheap
01.1One-page summary
02.1Theory of change
02.3Roadmap with milestones
03.1Three-year model, assumptions tab visible
07.1Risk register
08.1Metrics and definitions
An afternoon, with your own knowledge of the project.
What still cannot be generated
06.1A pilot that actually ran
06.2A letter from someone who will take the phone call
05.1A decision-maker who knows your name
05.4A board that shows up
04.1An entity, filed and waited on
—Defending a number under questioning
Earned, not written.
When everyone can produce polish, polish stops being a signal. The bar moved with the floor. A generated model you cannot explain is worse than a rough one you built.
Capital readiness, part I
What a ready organization has assembled
This is the finished shape, the way it looks when someone opens your folder. Nobody in this room needs all of it. Seeing the whole thing helps you find the 3 items you need next.
Capital readiness, part I
Inside an institution
A club at a school. A program at an agency. A course for an academy. A protocol for your own organization. The folder still applies; the names change, and the yes comes from someone you already know.
In the folder
Inside your institution
Current ask and use of funds
The budget line, the room, the staff hours, and what they displace
Fiscal sponsorship agreement
Your memo of understanding with the department
Board minutes
The meeting where the decision was recorded
RACI for key decisions
Who can actually say yes, and who only likes the idea
Pilot results
What happened the first time you ran it, written down
The hardest part is usually the last row but one. The colleague who loves the project is Consulted. The person who signs is Accountable. Pitch the second one.
Someone still has to write the yes and defend it.
Capital readiness, part I
Your 3, and what they ask of you
1Open your folder as a funder sees it today. What is there and solid?
2What is missing that would stop them? Which 3 would change the conversation most?
3Of those 3, which one frightens you most, and what is the fear actually about?
4Who is Accountable for the yes you need? Have you met them, or only the people who like you?
10 minutes alone. Hold your 3. You will bring them into the strategy map in the next session.
Click the ring or the button. Click again to reset.
5
Capital readiness, part II: the strategy map
3:15 to 4:15 · 60 minutes
Capital readiness, part II
Everything so far has been about seeing your project.
This hour, you build one document: a strategy map on a single page.
Its plain name: what we're choosing to do and not do.
Capital readiness, part II
Why one page
A funder reads a strategy document once, at speed, looking for the part that got skipped.
Most strategies skip the same part: what you're choosing not to do.
Ground(where we stand)
Mission
Values
Vision
Bet(where we lean)
Strategic intent
Drivers
Enablers
Proof(how we'll know)
Commitments
Signals
Alignment and review
Capital readiness, part II
Example: Capital Readiness Lab
The day you're sitting in.
Ground(where we stand)
MissionLeaders finish programs like this one changed, and their projects stay where they were. No model, no folder, nobody who can say yes. The Lab is where that gets built.
ValuesNobody leaves with a document they can't defend under questioning. If a project isn't ready to ask, we say so instead of polishing it.
VisionIn 10 years, capital readiness is a normal part of leadership formation, and CIIS faculty run this without me.
Bet(where we lean)
Strategic intentOne day inside a residency can't build readiness. A cohort that keeps meeting can. I'm betting this day is the doorway, not the product.
DriversA faculty sponsor who keeps it on the calendar. 8 people who finish the folder. A version a second facilitator can run without me in the room.
EnablersSomeone at CIIS who can approve a line item and a cohort slot. So far I've met the people who like the idea.
Proof(how we'll know)
CommitmentsBy June 2027: the Lab has run once end to end, 8 of 12 participants have made a real ask out loud, 3 have received something.
SignalsEarly: someone from this room emails me an ask before November, unprompted. Late: a second program asks for it.
Alignment and reviewThe program lead and 2 participants review after each cohort. If people finish the folder and still don't ask, the design is wrong, not the participants.
What this map says no to: building any of this into software until it's run twice by hand.
Capital readiness, part II
Working on all three at once
The Capital Readiness Lab, in Monica Sharma's full-spectrum model
1Immediate causes. Most of us got here with a project we love and a folder that's mostly empty. That part is fixable today. By 6pm you're holding 3 items, a one-page map, and an ask you said out loud to a room that answered.
2Intermediate causes, the systems and structures. The folder isn't empty because you were lazy. Most capital gets allocated in a language nobody taught you, often by people who can't say yes on their own. So we walk the continuum, the confidence each kind of money needs, and who actually signs.
3Underlying causes, and the principles we stand on. Underneath all of it, a lot of us learned that money is something taken, and that asking is a kind of taking too. That's the archetype work, and the wall of who's present and who's absent. Dignity in the ask is the ground we're standing on.
The wedge is what comes out the other side. Model: Monica Sharma, Radical Transformational Leadership, 2017.
Capital readiness, part II
Ground (where we stand)
Ground(where we stand)
MissionWhat need are we here to serve? What would be missing if this didn't exist?
ValuesWhat do we hold to when holding to it costs us something? What stays non-negotiable under pressure?
VisionWhat is different in 10 years because this existed? Who lives differently?
Bet(where we lean)
Strategic intent
Drivers
Enablers
Proof(how we'll know)
Commitments
Signals
Alignment and review
Capital readiness, part II
Bet (where we lean)
Ground(where we stand)
Mission
Values
Vision
Bet(where we lean)
Strategic intentWhat are we betting on that others in this space aren't? What must we be very good at for this to work?
DriversWhat 3 to 5 things, if they went right this year, would make everything else easier?
EnablersWhat capability, relationship, permission, or system do we not yet have and can't do this without?
Proof(how we'll know)
Commitments
Signals
Alignment and review
If the vision is large, the bet is which piece to build first, and what you're not building yet.
Capital readiness, part II
Proof (how we'll know)
Ground(where we stand)
Mission
Values
Vision
Bet(where we lean)
Strategic intent
Drivers
Enablers
Proof(how we'll know)
CommitmentsWhat has to be true 12 months from now for this to still be alive? What are we doing to get there?
SignalsWhat would tell you early that this is working? What would tell you late?
Alignment and reviewWho needs to see this, and how often? What would make us change course rather than push harder?
Capital readiness, part II
Build your map, 30 minutes
1Ground, 8 minutes. A phrase each. You already know these.
2Bet, 12 minutes. The slowest part, and the part a funder reads first.
3Proof, 10 minutes. Dates and numbers, even rough ones.
Your 3 missing items from the last session usually land in Enablers or Commitments. Put them there. One page, by hand, unfinished is fine.
Click the ring or the button. Click again to reset.
Capital readiness, part II
Reflection and inquiry, 15 minutes
1What did you decide not to do? How does it feel to have said it?
2At least one enabler is a person. Who is the one your map can't move without, and what would you say to them first?
3What is the smallest piece you could start this month? Who in this room could help?
Sit with these alone for 5 minutes. Then pairs, 5 minutes each. Carry the person from question 2 into the ask.
Click the ring or the button. Click again to reset.
6
The ask
4:30 to 5:30 · 60 minutes
The ask
Everything before this produced documents.
This session produces an act.
We can build a folder and a strategy map alone at a desk. We cannot practice asking alone.
The ask
One sentence, three parts
I need a specific thing from a specific kind of person by a specific date.
A thing someone could hand youAn introduction. A read of your budget. A curriculum you can adapt. Two hours with someone who has done it.
A person who existsA producer who raised a first documentary grant. Someone who has opened a café in Spain. A school administrator who approved a student club. A payer-relations person who reads CPT codes. A B Corp founder in Maine.
A date that binds youBy the end of September. Before the November cohort session. Within 2 weeks of getting home.
The ask
A wish and an ask
"I need funding."
"I need an introduction to someonewho has run a fiscal sponsorship for an arts organization, in the next month."
a specific thinga specific kind of persona specific date
The ask
Write your ask, 5 minutes
Draft the sentence. Read it back.
Does it name a thing someone could hand you?
Does it name a kind of person who exists?
Does it have a date you'd be embarrassed to miss?
If any answer is no, rewrite.
Click the ring or the button. Click again to reset.
The ask
How the round works
Each person stands and makes their ask to the room. One sentence.
The room answers out loud: a name, a question, a connection, an idea, an offer. Short.
No discussion until everyone has gone.
The ask
The round
Your ask, in one sentence. Then the room answers.
The ask
Don't act on the offers yet.
Hold them until the closing.
7
Closing: presence and absence
5:30 to 6:00 · 30 minutes
Closing: presence and absence
What is present and what is absent?
Closing: presence and absence
This morning, we all named those absent from our projects.
Let's revisit again.
What has come through: a name, a proposal, a question? What remains absent?
Closing: presence and absence
What did this room offer you?
In silence. 5 minutes.
Closing: presence and absence
Return to the wall, 10 minutes
Say out loud which it is now: now present (someone here, or something offered, is that person or can reach them), still absent (not here and not coming), or never really needed (the absence was standing in for something else).
Closing: presence and absence
The ones still absent are the people your project needs who aren't coming.
Sit with that for a moment.
Closing: presence and absence
The last sentence
The first thing I'll do is a specific thing, with a specific person, and to do it I'll have to become .
