The In-Between: Why What You Do While Waiting Matters More Than the Outcome
Romie Montpeirous • October 13, 2025
We don't often talk enough about the in-between, those seasons where you're waiting. Waiting for the next opportunity. Waiting for love. Waiting for that big shift in your career or personal life.
And honestly, those periods can feel frustrating, even paralyzing. You're doing everything you think you're supposed to do, but nothing seems to be moving forward. The promotion hasn't come through yet. The relationship you want hasn't materialized. The breakthrough moment feels distant.
But here's what I've learned through my own seasons of waiting, and what I've seen with the leaders I coach: the in-between is where the real growth happens. Not at the finish line. Not when you finally get what you've been waiting for. But right here, in the messy middle.
**Ask Yourself This Critical Question**
When you find yourself stuck in one of these waiting seasons, there's a question I always ask myself first: Is this really out of my control, or is this a limiting belief that I'm holding onto?
That answer matters because it determines everything about how you move forward.
If something is truly out of your control, if you've done everything you can do and now you're genuinely waiting on external factors, then your job is simple: keep showing up. Keep preparing. Keep doing the work. Stay ready so you don't have to get ready when the opportunity does arrive.
But if what's holding you back is actually a limiting belief, if the barrier is something you're telling yourself about what's possible or what you deserve or what you're capable of, then your job is different. Your job is to break that belief. Challenge it. Question the story you've been telling yourself about why this thing can't happen for you.
Most of the time, when I'm honest with myself, I realize it's a mix of both. Some things genuinely are outside my control. But there are also beliefs I'm carrying that are keeping me smaller than I need to be.
**The Trap of Doing Nothing**
The biggest trap when you're waiting is doing nothing. Just sitting there, feeling helpless, letting the days pass by while you tell yourself there's nothing you can do until circumstances change.
I've been there. We all have. And it's a dangerous place to be because doing nothing doesn't just waste time. It drains your confidence. It kills your momentum. It makes you forget what you're even capable of.
What's worked for me, and what I encourage the leaders I work with to do, is to choose inspired action.
At work, that means continuing to improve what I can, where I can. If I'm waiting for a promotion, I don't wait until the job is posted to start showing up like a leader. I act like a leader now. I build the skills now. I demonstrate the value now.
In my personal life, in relationships, that means dating and living fully and putting myself first. Not putting my life on hold until the right person shows up, but building a life I love so much that the right person will want to be part of it.
**Act As If It's Going to Work Out**
My best advice for anyone in a season of waiting is this: do what you can, where you can. Act as if it's all going to work out.
And if it doesn't? That's okay too. Because here's the truth that most people miss: what you learn in the middle, what you discover about yourself while you're waiting, will shape you just as much as the outcome itself.
Maybe even more.
When you choose inspired action, when you refuse to sit still and do nothing, you're not just passing time. You're building skills. You're developing resilience. You're learning what you're made of. You're discovering strengths you didn't know you had.
And when the opportunity does come, or when the next season arrives, you'll be a different person. A stronger person. A more capable person.
**The Power of the Process**
I've seen this play out over and over again in my own life and in the lives of the leaders I coach. The people who grow the most aren't the ones who get what they want immediately. They're the ones who learn how to navigate uncertainty. Who learn how to keep moving forward even when they can't see the destination yet.
Whatever you're waiting for right now, whether it happens exactly the way you hope it will or not, I promise you this: what you discover in the in-between is equally, if not more powerful than the outcome.
So stop waiting for permission. Stop waiting for perfect conditions. Stop waiting for someone else to give you what you need.
Do what you can with what you have, right where you are. Choose inspired action over paralysis. Keep showing up, even when it feels pointless.
Because the in-between isn't just something to endure. It's where you become the person who's ready for what comes next.
#Leadership #CareerGrowth #PersonalDevelopment
Last week, I had a conversation with a CEO who was frustrated. His company had spent months crafting what he called "the perfect vision statement." They'd held workshops, hired consultants, and created beautiful slide decks. Yet somehow, his frontline teams seemed completely disconnected from it all. "They just don't get it," he told me. "We have this amazing five-year plan, but they're still focused on their daily tasks like nothing changed." Here's what I told him: The frontline teams don't live for this five-year plan that we have. They live in today's shift, in this week's deadline. The Monday Morning Reality Check Big visions are really exciting for us visionary leaders. We get energized thinking about where we'll be in five years, what markets we'll dominate, and how we'll transform our industry. That excitement carries us through long strategy sessions and late-night planning meetings. But then Monday morning hits. Your frontline employees clock in thinking about today's customer complaints, this week's production targets, and whether they'll get home in time for dinner with their families. The gap between your boardroom vision and their daily reality creates a disconnect that no amount of inspirational speeches can bridge. The Translation Problem I see this pattern repeatedly in organizations across industries. Leaders create these lofty company visions and then wonder why their teams aren't motivated by them. The problem isn't with the vision itself - it's with the translation. Our job as leaders is to translate that big picture into actions that matter to them. Think about it this way: when you tell a customer service representative that the company vision is "to be the most trusted partner in our industry," what does that actually mean for their Tuesday afternoon phone calls? How does that vision change the way they handle an angry customer or process a return? Without that translation, your vision statement becomes just another poster on the break room wall. Making Vision Tangible The most effective leaders I work with have mastered the art of making the abstract concrete. They don't just repeat the vision statement - nobody wants that. Instead, they show their teams exactly how their work connects to the mission. Here's how to do it: Show them the connection: When you do X, it drives Y, and here is the result. Be specific. If your vision is about customer excellence, show your shipping team how their accuracy directly impacts customer satisfaction scores and repeat business. Celebrate small wins that ladder up: Don't wait for the five-year goal to celebrate. Recognize the daily and weekly victories that move you closer to that bigger vision. When your team sees how their small wins contribute to something larger, they start feeling ownership. Make it about building together: The key shift is helping them feel like they're building it with you and not for you. This isn't about them executing your vision - it's about them being co-creators of something meaningful. The Power of Today's Impact I once worked with a manufacturing company whose vision was "to create products that improve lives worldwide." Sounds inspiring, right? But the factory workers saw it as corporate speak until their manager started sharing customer letters. Every month, he'd read testimonials from people whose lives were genuinely improved by their products. Suddenly, the person operating the quality control station understood that their attention to detail wasn't just about meeting quotas - it was about ensuring that products actually delivered on life-changing promises. That's the difference between vision and translation. Beyond the Vision Statement Most organizations stop at creating the vision statement. They print it, frame it, and assume the work is done. But the real work begins after the vision is created. It's in the daily conversations, the weekly team meetings, and the monthly reviews where vision becomes reality. Ask yourself these questions: Can your frontline employees explain how their specific role contributes to the company vision? Do your team meetings connect daily tasks to bigger goals? Are you celebrating wins that clearly ladder up to your vision? Do your people feel like they're building something with you, or just executing tasks for you? If you can't answer yes to these questions, your vision isn't translating into action. The Monday Morning Test Here's my challenge for you: Next Monday morning, walk through your workplace and ask three frontline employees how their work today connects to your company's bigger vision. If they can't give you a clear, specific answer, you have translation work to do. Remember, it's not about repeating the vision statement. It's about making it tangible so that they feel like they're building it with you and not for you. The best visions aren't just inspiring - they're actionable. They turn Monday morning tasks into meaningful contributions toward something bigger. That's when your five-year plan stops being a poster on the wall and starts being a shared journey your entire team is excited to take. What's one way you could better translate your vision into daily actions for your team?
The Problem with Fear-Based Leadership I've seen countless organizations where teams are paralyzed by the fear of making mistakes. Leaders create environments where any misstep is met with criticism, blame, or worse. The result? Teams that play it safe, stick to what's always been done, and never push boundaries. This fear-based approach kills innovation before it even has a chance to breathe. When people are afraid to fail, they stop experimenting, stop questioning the status quo, and stop bringing forward the bold ideas that could transform your business. But here's what's equally dangerous: the opposite extreme. When "Innovation" Becomes Chaos On the flip side, I've worked with leaders who think innovation means giving their teams complete freedom to do whatever they want. They throw around terms like "fail fast" and "move fast and break things" without providing any structure or boundaries. This approach creates chaos. Resources get wasted on projects that were never viable. Teams pursue ideas that don't align with business objectives. And eventually, the organization swings back to the fear-based model because the "innovation" experiment failed spectacularly. Neither extreme works. The magic happens in the middle. Defining Your Innovation Guardrails You as the leader need to define what I like to call the guardrails. These aren't restrictions on creativity—they're the framework that makes smart innovation possible. First, what's the budget? Your teams need to know how much they can invest in experimental projects without needing approval for every expense. This isn't about being cheap; it's about being strategic with resources. Second, what's the timeline? Innovation projects can't go on indefinitely. Set clear timeframes for experimentation, testing, and decision-making. This creates urgency and prevents projects from becoming pet projects that never deliver results. Third, where is the no-go zone? What areas, values, or principles are non-negotiable? This might include legal compliance, brand standards, or core customer promises. Making these boundaries explicit prevents teams from innovating in ways that could damage the business. Once you have these guardrails in place, here's what you tell your team: "Within those bounds, go for it." The Power of Psychological Safety But guardrails alone aren't enough. You need to create psychological safety—the kind of environment where people won't be punished for thinking differently. This starts with you as the leader. You need to model vulnerability by admitting your own missteps. Say things like, "I don't know yet, but what do you think?" Show your team that not having all the answers is okay, and that learning is more valuable than being right. Make feedback a regular part of your process, not something that happens once a quarter during performance reviews. Build it into your everyday flow with your team. But change how you ask for it. Instead of generic questions like "Any thoughts?" ask specific questions like "What is something I missed?" Most importantly, reward people for having the courage to try new things, even when they don't work out. If you only celebrate successes, you're sending the message that failure is unacceptable. But if you celebrate smart risks—even when they don't pan out—you're building a culture where innovation can thrive. Creating the Learning Loop Here's where most leaders stop, and it's a mistake. Once you've created the framework and the psychological safety, you need to systematically capture the learning from every experiment. Don't be afraid to debrief every risk, win or lose. Ask three simple questions: What worked? What didn't work? What do we need to do differently next time? This creates a learning loop that makes your organization smarter with every experiment. You're not just encouraging innovation; you're building institutional knowledge about what kinds of risks are worth taking and how to take them more effectively. The Difference Between Swinging and Swinging Smart Taking a swing is great, but taking a smart swing—that's what moves the needle forward. A smart swing is calculated. It's bounded by your guardrails but bold enough to create real value. It's informed by past learning but not constrained by past failures. It's supported by psychological safety but driven by clear objectives. When you get this balance right, amazing things happen. Your team becomes more creative, more confident, and more committed to the organization's success. They start bringing you problems with solutions, not just problems. They start taking ownership of outcomes, not just tasks. The Bottom Line Innovation isn't about removing all constraints or adding more rules. It's about creating the right framework for smart risk-taking to flourish. Define your guardrails clearly. Create psychological safety intentionally. Build learning loops systematically. And remember that your job as a leader isn't to have all the answers—it's to create an environment where the best answers can emerge from your team. Because when people feel safe to take smart risks, that's where the real growth always happens. And that's how you build a culture of innovation that drives sustainable results, not just temporary excitement. The sweet spot isn't about finding the perfect balance once. It's about continuously calibrating your approach based on what you learn from each experiment. That's how you create lasting innovation that moves your organization forward.