In this Connected Leadership lecture, Yale instructor Peter Boyd illustrates systems thinking using examples drawn from his own work, including efforts to improve shipping efficiency through the Carbon War Room, efforts to define net-zero commitments, and work addressing tropical deforestation. Each case study demonstrates how to locate leverage points inside a complex system rather than attacking problems at their most visible but least effective surface. Boyd draws out common lessons across the three examples about diagnosing root causes and pacing large-scale change. The lecture closes the course's systems-change unit by grounding abstract frameworks in specific, real initiatives, giving leaders a template for applying systems thinking to their own organizational challenges.