In soccer, the most critical players often go unnoticed during the final whistle. The same dynamic frequently plays out in corporate environments, where individuals tasked with bridging gaps between departments struggle to gain recognition for their contributions. Wendy Bernero, a former Chief Marketing Officer and Chief Strategy Officer, argues that organizations frequently overlook the value of strategic connectors who operate in the “organizational midfield.”
Bernero shared a specific memory involving a colleague who jokingly referred to her work as “midrange.” While the comment was intended as a jest, Bernero felt the sting of the label. For years, her former boss relied on her to solve complex problems and provide deep understanding, yet the executive struggled to see her value beyond the abstract description.
The work was meant as a joke but landed with impact. Bernero described the role of a midfielder as seeing the whole field and connecting separated pieces. In a professional setting, this translates to anticipating how decisions in one area affect the broader system. These individuals translate abstract strategy into clear next steps and broker conversations between stakeholders who rarely speak.
The Strategic Center of Operations
Bernero emphasizes that midfield roles differ significantly from traditional middle management. She notes that playing midfield is a leadership choice rather than a step on the ladder. From this central vantage point, leaders can spot where the play is breaking down. The midfielder shapes the flow of the organization by deciding who gets put in motion and when projects get greenlit.
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Control of the midfield predicts control of the game, a principle that applies equally to firms trying to turn ambition into results. Bernero points out that midfielders touch the ball more than anyone else on the pitch. In business, this means they handle the majority of the interactions that keep the company running smoothly, despite the lack of immediate accolades.
It is a vantage point. From the middle of the field, you can see where the play is breaking down. You lead by shaping the flow—who you put in motion, what you greenlight, when you say, “not yet.”
The next opportunity is emerging, and which players need support.
Midfielders don’t just enable leaders; they are leaders in their own right. They absorb pressure from both directions, converting tension into progress rather than stalemate. For introverts, this role can be a natural fit because they listen deeply.
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The behaviors that make midfielders invaluable—holding multiple perspectives, surfacing inconvenient truths, integrating across functions—can make them invisible, particularly in cultures addicted to heroics. The paradox is this: the very traits that make them central to the system are the same traits that keep them in the background.
The reliance on invisible leadership creates a unique pressure for those in these roles. Unlike visible leaders who score immediate goals or fix dramatic failures, midfielders often face the complex reality of getting stuck in the middle of conflicting demands. They absorb pressure from both directions, turning tension into progress. The mental load required to hold multiple perspectives can be exhausting, yet it is this very friction that prevents organizational stagnation.
Identifying and Supporting Critical Connectors
Leaders can improve their return on investment by identifying these midfielders and including them on their leadership benches. Bernero suggests looking for individuals who are consistently called when things get messy. She advises giving these people ownership of complex projects where seeing the whole picture is an asset.
Make it clear they have authority. Frame it as leadership: “You’re not coordinating this; you’re leading it.” Promoting them involves describing their impact in terms of growth, risk reduction, and client trust. Put them in roles where seeing the whole field is mission critical.
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Develop them on purpose. Give them access to strategic conversations, not just execution. Offer coaching and stretch assignments that fit their style. Get them comfortable with scoring and defending the goal—as the best midfielders must be able to do both when needed.
Spot them. Look for people regularly contacted during crises involving cross-functional teams. Seek those who quietly connect people and translate vague direction into actionable steps. Those individuals are your midfielders.
Bernero founded Yate Collaborative to help firms identify these players. By recognizing the specific contributions of midfielders, organizations expand their leadership teams with people who understand the entire game. She believes that when leaders support these connective tissues, the whole organization benefits from better coordination and execution.
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