Influence in the grey zone: leading when authority is ambiguous
The space between the lines
Not every leadership moment comes with a clear mandate. In fact for many product and transformation leaders, the most defining moments of their careers happen in the grey zone. The space where authority is ambiguous, ownership is unclear, and decisions are made through influence rather than hierarchy
The reason why these moments are career defining is because leaders either choose to sit and wait, or they choose to step up. If you step up, take ownership, and execute when no one else will then you get noticed
Think of cross functional projects, transformation programs, or crisis responses. No single person “owns” the outcome, yet everyone has a stake in it. In these moments, titles matter less than trust, and authority matters less than agility. Product and transformation leaders who can operate in the grey zone don’t just survive the complexity, they thrive in it
Why the grey zone exists
Modern organisations are designed for collaboration, but collaboration creates ambiguity. Grey zones emerge when:
work cuts across silos, e.g. product launches that require marketing, legal, risk, compliance, operations, and finance
change outpaces your structure, e.g. ownership of new initiatives don’t fit neatly into existing reporting lines
leadership is distributed, e.g. when multiple executives share overlapping responsibilities
crises demand speed, e.g. decisions must be made before formal approvals can catch up
They grey zone isn’t a flaw. It’s a feature of all complex adaptive systems, but it requires a different kind of leadership
The risks that come with leading in the grey zone
Operating in the grey zone without political savvy can lead to:
decision paralysis: everyone waits for someone else to step up and take charge
turf wars: leaders protect their domains instead of collaborating
invisible resistance: stakeholders quietly disengage and deprioritise rather than openly oppose
burnout: leaders overextend themselves trying to own, organise, and put structure in place around something no single person can fully control
The opportunities that come with leading in the grey zone
Handled well, the grey zone can be a stage for influence. It:
allows you to demonstrate leadership beyond your title
creates space to build coalitions across functions
offers a chance to shape outcomes in areas you don’t formally control
The product and transformation leaders who master this space are often the ones that get tapped for bigger and more challenging roles because they’ve proven they can lead without relying on positional authority
Example 1: The product launch
A Head of Product was tasked with launching a new service that required coordination across marketing, operations, and technology. No one function “owned” the launch. Every function had a role to play and a piece that they owned, but significant coordination and orchestration was required for it to execute seamlessly without impact to existing customers. Instead of waiting for clarity, she convened a cross-functional steering group, clarified shared goals, and brokered compromises. The launch succeeded and she was later promoted for her ability to lead without formal authority
Lesson: in the grey zone, legitimacy comes from action
Example 2: The crisis response
During a system outage, a mid-level manager stepped in to coordinate communications between technology, customer service, and sales. He had no formal mandate to do so, but by providing structure and calm, he became the de facto leader in that moment. After the crisis, the executive team recognised his leadership potential
He continued to do this each time a crisis response was activated. The executive team consistently saw him step up and lead in the grey zone during moments that mattered. They created a new role for him that elevated him in seniority to lead more people and more critical situations. They invested in him and provided unheard of support by giving him development opportunities that helped him build skills before he needed them. He eventually became part of his executive’s succession plan and the second in command for his function
Lesson: in the grey zone, clarity and calm are more valuable than title
Example 3: The transformation program
A transformation program stalled because no one wanted to “own” the unpopular changes. A General Manager in Transformation reframed the program as a shared leadership challenge, and assigned each executive a visible role in shaping the outcomes. By distributing ownership instead of waiting for one person to step up, she reduced resistance and built momentum
Lesson: in the grey zone, shared ownership beats forcing ownership onto a single person
What to do when leading in the grey zone
The payoff sounds great, but where do you start? By:
naming the ambiguity. Acknowledge that ownership is unclear. This reduces frustration and builds trust. Everybody is already thinking it anyway but saying nothing
clarifying shared goals. Anchor the group in what success looks like and what’s in it for them
mapping the stakeholders at play. Identify who has influence, who has interest, and who has veto power
brokering alignment. Facilitate conversations that surface concerns and build consensus
creating structure. Temporary governance structures (e.g. steering groups, working groups, etc.) provide clarity and direction when its most needed. Once you see momentum, you can reassess and evolve the structures as needed to maintain clarity, direction, and agility
communicating relentlessly. During times of ambiguity, silence breeds anxiety
Once you’ve mastered those plays, you can move onto things like:
using the power of reframing to influence. Position the grey zone as an opportunity for collaboration, not a problem to be solved
building micro-coalitions. Align small groups first, then expand out
using reciprocity. Offer support to others when they step up and lead in the grey zone. They’ll return the favour when your positions are reversed
shaping the narrative. Tell the story of progress, even when formal authority is absent. But be careful, your people are smart and they can see through any attempts you make to spin the story rather than being transparent about the truth
Common mistakes leaders make
No two grey zones are exactly the same, but there are some common mistakes that product and transformation leaders tend to make when they step into grey zones:
waiting for clarity. By the time it obviously becomes a grey zone, the moment has passed. Train yourself to spot grey zones before everyone else sees them
over claiming authority. The first few times you step in to lead in the grey zone, you will get a rush from the power surge it provides. When you realise you have become the epicentre of all activity. When you have become the go to person people look to for guidance, direction, and order. Harness it humbly and you will go far, but acting as if you “own” the grey zone can trigger resistance
ignoring informal influencers. They often matter more than formal leaders because they operate in grey zones much more efficiently than their superiors with formal titles. They don’t have policies they need to stick to, positions they need to hold onto, or worry about making decisions with wide ranging consequences due to their rank. Informal influencers often collaborate in the grey zone on behalf of their senior leaders, with whom they strategise with behind closed doors
failing to communicate. Ambiguity without communication creates chaos and speculation
Influence without overreaching
Leading in the grey zone is a balancing act. You need to step up without overstepping. You need to create clarity without claiming ownership. You need to influence without manipulating
The product and transformation leaders who are seen as excellent operators in this space are those who:
anchor in shared purpose. They keep the focus on achieving outcomes rather than drawing boundaries
model humility. They acknowledge their limits whilst facilitating progress
build trust. They do this so that others will follow, even without formal authority
Your homework for this week
Where are you currently operating in a grey zone? What’s one step you could take this week to bring clarity and momentum?
Things you could do to help you with this:
identify one initiative where ownership is ambiguous
map the stakeholders - the allies, the blockers, and the swing voters
convene a conversation to clarify shared goals
create a lightweight structure (e.g. steering groups, working groups, etc.)
track progress and communicate wins
Why this matters
The grey zone is where your political savvy is tested. It’s where you prove you can lead without relying on title, budget, or mandate. It’s where you demonstrate that you have moved beyond being technically excellent to being a leader of people. It’s where you show that influence, not authority, is the true currency of leadership
Product and transformation leaders who master the grey zone don’t just navigate complexity well, they shape it; and in doing so they position themselves as indispensable
Want help navigating the grey zone and masterfully influence without authority?
Let’s work on this together. Here are three ways:
Influencing for Impact: This practical 2-day workshop is for you if you want to influence a decision maker, influence a change in customer or colleague behaviour, or influence someone to buy something from you
Executive and Leadership Team Coaching: Work directly with Lai-Ling to problem solve for your specific situation in a confidential setting. This is for you if you want to develop and execute on a game plan that is 100% tailored to you
Leadership Development: Invest in the product and transformation leaders in your company with leadership development that is customised for their role. This is for you if you want your people to learn about people and politics