Liminal Thinking with Extreme Ownership
In times of transition, when the old no longer works and the new has not yet fully taken shape, a charged space emerges. It is uncomfortable, uncertain, and full of potential.
This is the liminal space.
And it calls for a different kind of leadership.
Not leadership that waits for clarity.
Not leadership that rushes to provide ready made answers.
But leadership that consciously steps into the in between and takes responsibility for shaping it.
Liminal leadership, grounded in Extreme Ownership, does not seek control. It embodies presence, courage and collective awareness.
Multiple Leadership: The Ability to Shift Roles
Liminal leaders navigate complexity by choosing the right role at the right moment. It is not a single style. It is the disciplined flexibility to move between perspectives.
Inspired by the work of Jitske Kramer, we can distinguish five essential roles:
1. The Ceremonial Host
Creates psychological safety.
Designs spaces for dialogue, reflection and shared rituals.
2. The Chief
Provides direction.
Holds the course steady and communicates confidence when ambiguity rises.
3. The Elder
Safeguards history, culture and core values.
Honors what has been built before moving forward.
4. The Artist
Stimulates imagination.
Experiments. Sees possibilities where others see limitations.
5. The Manager
Brings structure, rhythm and integration.
Ensures that change is embedded in daily practice.
Strong leadership in transition means knowing which role is needed and having the maturity to move between them.
Liminal Leadership Requires Extreme Ownership
Where many leaders wait for clarity or approval, the liminal leader takes full responsibility for guiding the team through uncertainty.
Drawing on the principles described by Jocko Willink and Leif Babin in Extreme Ownership, the core idea is simple and demanding:
Whatever happens, you own it.
- Not only the results.
- But the process.
- The tone.
- The culture.
Ownership in a liminal phase means taking responsibility for both direction and emotion. For performance and psychological safety.
Case 1: Restructuring in a Healthcare Organization
A healthcare organization had to close an entire department. Rather than treating it as a purely operational decision, the director chose a liminal approach.
She organized weekly reflective gatherings where emotions, stories and new ideas were welcomed. She openly admitted:
“I do not have all the answers yet, but I take responsibility for how we move through this together.”
By shifting between the roles of Ceremonial Host (space and ritual), Chief (direction), Elder (values) and Manager (structure), she created calm and trust. Even employees who were leaving expressed that they felt seen and heard.
The transition did not become less difficult.
But it became meaningful.
Case 2: Breaking Through in a Stalled IT Organization
An IT organization had developed an island culture. Departments worked alongside each other rather than together.
The new team lead began with one question:
“What are we holding onto that no longer serves us?”
Instead of immediately redesigning processes, he initiated weekly connection sessions. Team members reflected on contribution, obstacles and collaboration patterns.
He consciously shifted roles:
As Elder, he surfaced inherited patterns.
As Artist, he visualized a new way of working.
As Chief, he held the vision.
As Manager, he embedded new rhythms.
Within two months, the atmosphere had fundamentally changed. Where people once waited or blamed, they began taking initiative.
Lessons for Leaders in Transition
Take ownership of both process and emotion. Do not wait for permission to lead.
Consciously shift between leadership roles. One style is insufficient in dynamic contexts.
Create space for meaning making. Rituals, reflection and shared language build trust.
Be visible in your leadership. Model what you expect from others.
Strengthen collective ownership. Transformation is never a solo act.
Final Reflection
Liminal leaders do not stand above or outside the process. They stand within it.
With full presence.
With courage.
With ownership.
By combining multiple leadership roles with extreme responsibility, they become the bridge between what was and what can emerge.
They do not simply lead toward the future.
They lead through the in between.
And it is precisely there that the deepest transformation happens.
Your Next Step
Ready to apply this within your team or in your own leadership journey? Feel free to reach out.