I am writing this from Ethiopia, where I have been asked to train leaders and managers of a large international NGO. The assignment was clear: to support them in strengthening their leadership during a period of major change. The deeper I engage with the transition they are going through, the more strongly I feel the scale of its complexity—and the amount of emotion beneath the surface.
The development sector is in a profound transition. Long-standing international partnerships are shifting or disappearing, the financial flows many organisations have relied on for years are drying up, and it is clear that the future urgently calls for new forms of collaboration. Forms of collaboration in which communities and end users take ownership of their own development and essential services.
This sounds logical, almost self-evident. Yet it is only here, on the ground, that I truly feel what this means.
The liminal phase: the uncomfortable in-between
The organisations I work with are in a liminal phase. The old no longer works, but the new is not yet clear enough to provide direction. It is the uncomfortable in-between, where uncertainty grows, roles blur, and clear answers are missing.
I notice it in the conversations I have. In the undertone. In the unanswered questions. In the concerns that are not easily spoken aloud, but are felt in posture, energy, and silence.
It affects me personally too. Because I see the people behind the structures: professionals who have spent years building development work, cooperation, and community strengthening with conviction. They are now facing the reality that their organisation will change fundamentally, may shrink, and must reinvent itself.
The wider context makes it heavier still
This uncertainty does not exist in isolation. It is part of a broader global movement:
· International funding is shifting.
· Local actors are rightly demanding greater influence and ownership.
· Communities no longer want to participate only, but to co-steer.
· At the same time, social trust is declining and polarisation is increasing.
· Globally, uncertainty and inequality are contributing to increased migration.
The liminal phase therefore unfolds not only within organisations, but also in the political and public sphere.
What does this ask of leaders?
What stands out here in Ethiopia, as in many organisations in other countries, is how heavy the responsibility on leaders’ shoulders has become.Not only because they must make decisions, but because they carry the emotional weight of their teams.
In such a phase, leadership is mainly about this:
· Holding space for uncertainty, rather than filling it too quickly.
· Being honest about what is known and what is not.
· Facilitating conversations in which emotions are allowed to be seen.
· Remaining consistent and fair, especially when people are more sensitive.
· Focusing on small, realistic steps rather than big promises.
· Listening to local signals and daring to let go of old assumptions.
It is intense, and it asks a great deal. Yet it is precisely in phases like this that leadership can show its true character.
Despite the discomfort, I also see something else. In conversations with staff here, I hear new ideas, more honest reflection, and a strong desire for partnerships that are more equal. It is as if this liminal phase is not only a period of loss, but also one of recalibration.
Perhaps this is the most important question for any organisation: how do we use this in-between phase to build something that fits better with the world of today?
The path forward is not easy. But if we dare to carry uncertainty—with honesty, humanity, and courage—this phase can become a source of genuine renewal.
How MDF supports organisations in this
It is precisely in this liminal phase that we see how important it is forleaders and managers to have the skills to deal with uncertainty, emotion, andcomplex change. At MDF, we have worked for over forty years with organisations navigating periods of transition. We support leaders in creating space for difficult conversations, providing direction when answers are missing, and shaping new forms of collaboration that fit the realities of our time.
For organisations that recognise themselves in this:
join our Leadership and People Management training, or ask about our consultants who can support your leaders in the dialogues and processes ahead.
We support you in navigating exactly these kinds of transitions with confidence.
