With the rise of AI, automation and workplace precariousness, alongside a rising global tide of ecological and broader stakeholder awareness, organizations are fundamentally examining their purpose and undergoing transformations to stay relevant and add value to their customers. In parallel to this, there is an imperative for managers and leaders to transform - not simply at the level of their skills and capabilities, but at the deeper level of identity. Not Being completes the trilogy of Not Knowing and Not Doing by closing the gap on what today's managers and leaders need to "know, do and BE". Not Being argues that beyond actions and thinking, it is our very identities that need to transform, and that to be successful in the new digital and interconnected world, we need a bigger and bolder vision of who we are. This book is the essential guide for helping modern-day managers and leaders to make such an important transition.