A critical element that I have learned from my work and research around the world is, the best leaders don’t rush to solve a conundrum quickly and possibly implement more complexity, potential risk, or additional layers just to look like they are creating some sort of movement for stakeholders.

They pause. They reframe. They operate from a different perspective.
That perspective is liminal. A word rarely used in leadership circles, but one that might be more important now than ever.

What Is a Liminal Perspective?

Liminality is the “in-between” space. The pause between what was and what is next. It is the tension that can be felt between systems. The friction between known and unknown. The uncomfortable moment where a leader must decide whether to act or to step back and look harder.

In my experience and interviews with over 160 senior leaders across complex ecosystems, those who perform consistently at a high level of situational influence share this in common:

They pause before responding, even under immense pressure.
They view challenges from the inside out, outside in, and from the middle, looking all around. They accept that not all problems have immediate solutions, and some tensions must be held rather than solved.

This is what I’ve come to call a liminal perspective, and it sits at the heart of strong situational influence.

Why This Matters Now More Than Ever.

The world leaders operate in today is not static. It is disrupted, fast-moving, morally complex, and relentlessly public. Many leadership models have not caught up.

A liminal perspective gives leaders the edge because it:
Reframes the moment — shifting from reaction to reflection, from problem-fixing to sense-making.
Elevates judgment — clarity of themselves and common organisational understanding of their values, beliefs and purpose rather than just process.
Builds trust through calm, clear thinking rather than performative certainty.

Situational Influence Begins with Stillness

In complex environments, leaders who skip the pause often misread what situation they are in and what is coming towards them. Is it a technical problem? A moral dilemma? A cultural fracture? A system under pressure? Is it all or a combination? Does it need fluid leadership influence and management practices, and what kind, with whom?

The best leaders did not pretend to have the answer immediately. They knew when to pause. When to see the situation differently. When to ask, “Tell me more” instead of “What’s the solution?”. They did not chase control. They anchored themselves in clarity. The liminal perspective isn’t a technique. It’s a mindset. It requires curiosity over certainty. Self-awareness over speed. Values, beliefs, and purpose as your decision-making compass, especially when the system is out of sync. You don’t need to have it all figured out. But you do need to know what you stand on when things get unclear.