By providing a holding environment to acknowledge sensitivities and address emotions, leadership programmes prove to be powerful spaces for increasing self- and social awareness. However, the challenge is for one to maintain the newly gained self- and social awareness after leaving the holding environment and entering a context characterised by activity and performance. This is a frequently debated challenge for both academics and providers of management learning. Still, critical moments in this transition remain under-exposed and under-researched. The contribution of this paper is a research study – within the context of an international MBA program – of MBA students applying their knowledge from a Leadership Stream in an International Consultancy Project. This paper contributes to the theory and practice of management learning by providing lenses to understand subjective experiences of critical moments of transition, developing the notion of “mindful avoidance,” and pointing out a major and neglected potential space in the design of management education.