Two decades of empathy-centered leadership development have delivered real gains in trust, engagement, and psychological safety. They have also produced a structural blind spot: organizations that have become more empathetic and less perceptive at the same time. Drawing on failures at Challenger and Boeing and the contrasting sensing architecture at Paul O'Neill's Alcoa, this essay argues that modern empathy, flattened into technique, operates too late in the decision sequence to prevent the failures it is meant to address. Recovering what was lost in the translation of Einfühlung into English — the perceptual and developmental weight the word originally carried — points toward a different capability: sensing what is emerging before it has been made legible, and acting on the obligation that sensing creates. The leaders who matter most will feel accurately, and then do what the feeling requires. Keywords. empathy · Einfühlung · leadership · organizational sensing · weak signals · early warning signals · psychological safety · sensemaking · appeasement · high-reliability organizations · executive decision-making · organizational failure