Many systemic design processes include the development and analysis of systems models that represent the issue(s) at hand. In causal loop diagram models, phenomena are graphed as nodes, with connections between them indicating a control relationship. Such models provide mechanisms for stakeholder collaboration, problem finding and generative insight and are powerful . These functions are valued in design thinking, but the potential of these models may yet be unfulfilled. We introduce the notion of “leverage measures” to systemic design, adapting techniques from social network analysis and systems dynamics to uncover key structures, relationships and latent leverage positions of modelled phenomena. We demonstrate their utility in a pilot study. By rethinking the logics of leverage, we make better arguments for change and find the place from which to move the world.