Recruited by the Field

women s gray dress

In the middle of the night, I found myself in that liminal threshold state between sleeping and waking, where the normal boundaries of the thinking and dreaming minds merge.

For some reason, I became aware of how dry it had been recently, particularly in our local neighbourhood, although the same was true for the whole of the Netherlands and much of Europe. We had not had rain for weeks, and the effects of the prolonged dryness were becoming increasingly visible. 

Lying there, half awake, I felt the impulse to try a rain intention, in a very curious and playful way. I imagined it raining outside. I pictured the rain falling across our neighbourhood, soaking into the gardens and the trees, leaving puddles on the paths. I then drifted off again for a moment. 

A few minutes later, it started to rain. It rained hard. I’m not sure for how long, as I fell asleep again, but in the morning the ground was still wet.

As I lay there listening to it, I found myself wondering what had happened. I was aware of recent sessions I had been teaching about the non-linearity and non-causality of consciousness. So i couldn’t accept the idea that I had somehow caused the rain – but I did know that I was involved in the experience in some way. So what had actually gone on?

I recalled the process. First, I had become conscious of the dryness particularly in the neighbourhood. Then I had vividly imagined the rain. Soon afterwards, the rain arrived. How might those events be connected without falling into either egoic linear causality or a refusal to consider that anything meaningful had occurred?

I was reminded of a word I have been using a lot recently: entanglement. Also of how I describe it as one co-arising process, moment to moment. Inter-being, to use a Buddhist term. 

With entanglement, I mean the possibility that we are participants in systems from which we cannot ultimately separate ourselves. We are entangled with our families, our communities, the places where we live and the wider ecology that sustains us. Their conditions affect us, and our attention, intentions and actions become part of their ongoing life. We are embedded in a dynamic interconnectedness.

The thought occured to me that In that half-waking state, perhaps my awareness had simply opened more fully to the condition of the neighbourhood. I was not standing outside it, observing its dryness as an abstract problem. I was inside it, entangled with it. I was part of the same living field as the trees, plants, soil, animals and atmosphere.

This led to a different, startling, yet ultimately obvious possibility. Perhaps it wasn’t me who had the intention for rain. Perhaps the neighbourhood had the intention for rain, and I happened to become available to it. 

We know that intention seeks the way of least resistance to manifest itself. So the neighbourhood needs rain, then this human shows up in the system who has the ability to connect to the field of potential, so the neighbourhood uses that human channel to increase its chances of receiving rain.

That reverses the usual way we think about intention. We generally imagine that an individual decides what should happen, forms an intention and then directs that intention towards the world. The self is the originator, and the world is the object upon which it acts.

But what if an intention can also belong to a system as a whole and can use an entangled human to help it achieve its needs?

A dry ecosystem “wants” rain, not in the sense that it possesses a human mind, but in the sense that its entire organisation is oriented towards the restoration of moisture and vitality. Plants are closing their pores, roots are searching farther into the soil, animals change their behaviour and atmospheric pressures shift. Every part of the system is responding to the absence of water.

In that context, intention could be seen as the felt direction of a whole system seeking its next need. Human beings have a particular capacity to form images, focus attention and consciously hold possibilities. That may make us useful points of connection within larger living systems. When we become sufficiently quiet, receptive and attuned, we may find ourselves carrying an intention that did not originate solely within our personal minds. In fact, nothing ever exists “solely within our personal minds” as we are always connected with other life around us.

From this perspective, I was not a heroic individual imposing my will upon the weather. I was, at most, a temporary participant in a much larger process. The field may have recruited me.

There is something greatly liberating in that thought. It challenges the ego’s tendency to interpret unusual experiences as evidence of personal power. We move from “Look what I can do.” to “What is life trying to do, and how am I being invited to participate?”

This brought to mind a conversation I once had with the geomancer Richard Leviton. Richard has spent many years exploring the relationship between physical places, subtle energies and different orders of intelligence. In his understanding, reality contains many levels of being and organisation, from the dense physical world to increasingly subtle forms of intelligence.

He describes these levels as connected through a kind of stepped transmission. An energy or intention arising at a very subtle level might be too intense, abstract or undifferentiated to connect directly with natural expressions of life on the physical place. It therefore has to be stepped down through other levels, becoming progressively translated until it reaches a form that can be received and enacted in the material world. In Richard’s language “the energy of an angel would fry the ass off a gnome”. He believes that the agreement between humans, the angelic realm and the eartlhy elemental realm is to “connect heaven and earth”, to be the transformer of higher “angelic” frequencies into frequencies that can be integrated by the natural world.

Humans, in this view, can serve as bridges. We have physical bodies rooted in the Earth, relational and emotional lives connecting us to other beings, and forms of consciousness capable of perceiving possibilities that have not yet taken shape. We stand at an intersection between different dimensions of experience.

Perhaps something similar was happening that night. One could imagine, using Richard’s language, a larger intelligence such as the “deva” of the neighbourhood  holding the possibility of rain that the ecological field of the neighbourhood was reflecting, with the plants, soil and other living beings expressing that need; and a half-awake human mind momentarily becoming part of the chain through which the intention moved.

I cannot of course know whether that description is literally true. It is an image that helps me explore the experience. What matters is the shift it produces in my relationship to what happened.

My worldview and understanding of these processes mean that I cannot claim that I caused the rain. Nor do I need to dismiss the sequence as meaningless simply because I cannot demonstrate a mechanism. I can hold the experience with curiosity.

Perhaps our role is less often to originate change than we imagine. Perhaps intentions are already moving through the living systems to which we belong, looking for places where they can be heard, held and expressed.

Most of the time, our minds are too busy to notice. We are preoccupied with our personal plans, concerns and interpretations. Yet in moments of stillness—during meditation, in nature, in dreams or in the fluid space between sleeping and waking—the boundaries soften. We may become more sensitive to what is trying to happen around and through us.

This has implications beyond unusual experiences with the weather. A group may be ready for a difficult conversation before any one individual consciously proposes it. An organisation may be trying to move in a new direction before its leaders can articulate what that direction is. A place may be asking for care. A community may be carrying a grief that needs acknowledgement. An idea may appear simultaneously to several people because the conditions for it have ripened.

In each case, the person who first expresses the movement is not its sole creator. They are simply the one who heard it. This suggests a different approach to leadership and creativity. Rather than continually asking what we want to impose upon the world, we might ask what the systems we belong to are already trying to become. We might listen for the intentions held within places, communities and ecosystems, and make ourselves available to support their movement towards greater vitality and coherence.

It rained. The soil softened, the leaves glistened and the whole neighbourhood seemed to breathe. I do not know what part, if any, my midnight imagining played in its arrival. But the experience left me with a deep insight, which may have been the purpose of the whole experience – a little midnight teaching:

Whenever an intention arises, ask what the field is trying to bring into being, and how I might be recruited to help.

Note: I first shared this experience with the Leading from the Field class I am teaching. It was Mukara Meredith from the class who channelled the “recruited by the field” language.

What We Hold in Trust

The World Cup, private investment and the stewardship of our shared inheritance

On 30 July 2026, UEFA and its 55 national associations issued a remarkably forceful response to FIFA’s proposal to transfer ownership interests in the World Cup and other competitions to private investors. They rejected the proposal unanimously and announced that their national teams would withdraw from FIFA competitions while it remained alive.

The strength of the response caught the headlines and the language behind it caught my attention.

“The World Cup cannot be treated as an investment product.”

That sentence opens up a question that reaches far beyond football.

Financial markets have become highly effective at identifying economic value, mobilising capital and supporting enterprise. They enable people to invest in ideas, share risk and bring new possibilities into form. They play a valuable role in the life of society.

They also carry a specific purpose. An investment seeks a return. Once investors acquire an ownership interest, the generation of that return becomes part of the institution’s responsibility.

UEFA put this plainly:

“Commercial return becomes a permanent obligation.”

That obligation begins to shape the questions people ask, the information they pay attention to and the decisions they make. Priorities gradually gather around the need to maintain financial value. The language of governance changes. So does the experience of those involved.

This gives us a useful way of looking at the relationship between markets and the wider society they serve. Many forms of value translate well into financial terms. Others carry meaning that stretches across generations and lives in the relationships between people. The World Cup belongs in this second category.

A shared inheritance

The World Cup has been built over generations by players, coaches, supporters, clubs, communities and national teams. Children have grown up watching it with their parents and later shared it with children of their own. Countries have carried memories of triumph, heartbreak and collective celebration for decades.

The tournament generates large revenues. Its cultural value reaches far beyond those revenues. It lives in the sense of connection that arises when millions of people focus their attention on the same unfolding drama.

These qualities emerge through participation. They accumulate slowly as people bring their energy, care and commitment to something held in common. An organisation may administer the resulting institution. Legal structures may allocate rights and responsibilities. The meaning itself continues to live in the wider community.

This is where ownership becomes an inadequate description of the relationship. Stewardship is more apporpriate. A steward receives something that existed before them and will continue after them. Their authority comes with a responsibility to care for its integrity, vitality and future. They hold a place in a much longer story.

We encounter this form of stewardship throughout life—in the languages and cultures shaped across centuries, the knowledge accumulated through inquiry and teaching, and the institutions, landscapes and ecosystems that sustain us. Each generation receives this inheritance, contributes to it and determines the condition in which it will be passed on.

The purpose carried by a system

Every institution carries a purpose: universities nurture learning and inquiry, healthcare systems support health, forests sustain communities of life, democratic institutions enable people to shape their shared future, and sporting competitions create space for excellence, commitment, identity and celebration. 

Financial health can help each of them fulfil that purpose, while investment can bring resources, discipline and creative energy. The quality of the relationship depends on whether those contributions remain in service of the institution’s deeper purpose.

When investor return becomes an ownership obligation, it acquires a permanent place in governance. It gains a voice in decisions concerning timing, scale, format, access and development. Its influence continues even when the interests of the investor and the original purpose of the institution begin to diverge.

This shift often happens gradually, through a series of decisions that each appear sensible in isolation. Over time, universities begin to treat students as customers, hospitals favour treatments that generate stronger margins, social-media platforms design for attention capture, and football competitions shape their calendars and formats around the value of commercial rights. The outward forms remain familiar, while the organising purpose gets changed.

Living systems and nested purpose

A volutionary perspective understands every living system as nested within larger living systems. Cells form organs, organs sustain bodies, and people live within families, communities, societies and ecosystems, each level carrying its own identity and purpose while depending on the health of the wider contexts around it. Life flourishes through the reciprocity between these levels, as the parts contribute to the whole and the whole creates the conditions in which the parts can thrive. Markets belong within this living architecture too: they operate within societies, which in turn exist within the wider ecology of life. Seen in this way, the economy serves society, and society serves life.

Problems emerge when one part begins to organise the larger system around its own needs, allowing financial value to define social value, efficiency to define education and economic productivity to define ecological health. Over time, the system loses touch with the very conditions that sustain it. 

Leadership serves to hold the relationships between these nested purposes, keeping the parts connected to the whole, attending to the vitality of the system across time and remaining accountable to those who contribute to it, depend upon it and will inherit it. Stewardship becomes a practical discipline grounded in clear boundaries of authority, a living relationship with the people and places affected by our decisions, attention to forms of value that never appear on a balance sheet, and the humility to recognise that much of what we lead was created long before we arrived.

The commons in our time

The dispute between UEFA and FIFA provides a visible example of a much wider tension. Similar questions surround freshwater supplies, healthcare, universities, public space, scientific knowledge, cultural heritage and the natural world. Artificial intelligence brings another dimension to the inquiry as privately owned systems become part of the cognitive infrastructure on which societies increasingly depend.

Each domain has its own needs and calls for its own forms of governance. They share a concern for common wealth: the forms of value created collectively, inherited across time and needed for the flourishing of the whole. The commons is sometimes imagined as a collection of resources available to everyone. It is also a field of relationship. Its health depends upon participation, responsibility, trust and care.

Trust grows through repeated experience. People sense whether an institution remains faithful to its purpose. They notice when leaders listen, when decisions are transparent and when benefits flow back into the wider community. They also notice when something they helped to create begins to be used for purposes over which they have little influence. This is why decisions about ownership carry such power. Ownership shapes accountability. It determines which voices have standing and which outcomes gain priority. It influences the time horizon within which choices are made.

A steward looks towards the next generation. An investor understandably looks towards the return. Both perspectives have their place. Wisdom lies in creating relationships that keep each one connected to the appropriate purpose and level of the whole.

The things that matter

UEFA ended its statement with a simple assertion:

“Some things are simply too important to sell.”

The sentence carries moral clarity. It also leaves us with work to do. Which things matter in this way? Who decides? What forms of governance can protect their integrity while allowing them to evolve? How do we bring investment into public life while preserving the purpose of the institutions receiving it?

These questions belong at the centre of leadership today. We have become skilled at asking how much something is worth. Stewardship invites us to ask what something is for, where it came from, who it serves and what future depends upon it.

The World Cup has brought that inquiry into public view. What we choose to hold in trust will shape the civilisation we pass on.