This fascinating piece explores the concept of “liminal experiences,” which describe periods of transition where people feel separated from their usual ways of thinking and behaving, often without clear replacements for old norms. It’s not something I’ve come across before so I was engrossed. Liminal experiences are unsettling because they disrupt the familiar without fully providing a new, stable foundation. While they bring about a break from traditional norms, they can also create a sense of continuity with the past, leading to a mix of the old and new that leaves individuals feeling off-balance and anxious. For leaders, managing during liminal times can be particularly challenging because they are often looked to for answers amid uncertainty. Leaders should begin by asking foundational questions to help themselves and their teams find stability. Three key questions are highlighted: “What do you value?” “Where do we stand?” and “How can we move ahead?” These questions encourage leaders to reflect on personal and organisational values, take stock of their position, and consider how to guide others through this turbulent period. The article recommends focusing on certain fundamentals to maintain stability in liminal times. For example, they suggest that leaders “step back and take stock.” This means reassessing the organisations core mission and the value it provides to customers. By emphasising basic objectives, such as delivering a valued product or service and creating an environment where people feel they belong, leaders can simplify complex challenges and keep their teams focused on a clear purpose. Another fundamental is to “strengthen the ties that bind,” which recognises the importance of collaboration and connection within organisations. In times of uncertainty, personal differences can surface, potentially creating friction. However, leaders should remember that diversity in qperspectives and skills is essential for collective success. By fostering a sense of teamwork and interdependence, we help maintain a collective sense of purpose and resilience. The final piece of advice is to “hold fast and stay true.” This phrase, borrowed from maritime language, encapsulates the need to remain grounded during turbulent times. Like sailors gripping something secure during a storm, leaders and their teams need to hold on to their core values and stay true to their mission. By watching their “compass” carefully, they can avoid being blown off course by external events. Storms eventually pass, and the ability to weather them depends on preparation and judgment. I’d encourage people to view liminal times as opportunities for reflection, connection, and realignment. Rather than feeling lost, individuals and organisations can use these experiences as chances to develop new strategies, find renewed purpose, and build resilience for future challenges.
