Most change management has shifted from a simplistic, top-down, “create a vision, change the structure, roll out the new program, and get buy-in” approach to more emergent, empowered, and purpose-led approaches. But leading big, complex change is still a struggle — the rate of failure for transformation projects remains stubbornly high. The authors have seen both in their research and their work with clients that the missing ingredient is the ability to look for and work with deeper systemic forces. And they found the force that has the greatest impact on change outcomes is humans’ primary need to belong. The authors present four strategies for leaders to skillfully attend to people’s most primal need to feel secure in disruptive contexts.