The line was meant as a joke, but it landed like a slap.
I was attending a reception with a senior executive colleague and my former COO boss. The executive turned to him and said, “Isn’t Wendy brilliant? I so enjoy brainstorming with her.” My old boss, who always seemed to overvalue smart talkers and natural goal scorers, went quiet. After an awkward pause, the executive nudged him again. Finally, he shrugged and said, “Well…in a midrange sort of way.”
I laughed it off, but the comment stung.
“Midrange” is a curious descriptor for my former boss to use – given that for years he turned to me whenever something required deep understanding or needed to be fixed. In that moment, I realized that the way he sees me—and the way I view myself—are entirely different.
I’ve spent my career playing midfield.
In soccer, midfielders don’t get the headlines. They’re in constant motion, scanning the field, dropping back to protect the defense, and pushing forward to set up the attack. They touch the ball more than anyone else. They hold the team’s shape together. They connect everything, quietly.
What It Means to Play Midfield at Work
Strip away the jerseys and grass, and a midfielder’s job comes down to seeing the whole field, connecting what is separated, and constantly adjusting to where the game is being played—not where the playbook said it would be.
This is the work I love: seeing how pieces fit, spotting the gaps, moving resources where they are needed next, and making it easier for others to score.
In organizations, midfielders are the ones who:
- See beyond their own lane. They anticipate how a decision in one area will ripple through the system.
- Translate strategy into movement. They turn abstract goals into clear next steps and executable decisions.
- Connect people who wouldn’t otherwise talk. They broker conversations between misaligned stakeholders.
- Absorb pressure from both directions. They convert tension into progress rather than stalemate.
For introverts, this role can be a natural fit. They listen deeply, synthesize input, and move the right people and ideas into position. They notice what isn’t being said. They carry a mental map of who does what well, where the risks lie, and how to shape a path that will work. Their inward processing becomes outward playmaking.
Playing midfield is choosing to stand where the game can be influenced most—between defense and offense, ideas and implementation, vision and execution.
Midfield Is a Leadership Position
It’s easy to hear “midfield” and think “middle management.” That’s not what I mean.
In my career, playing midfield has been a leadership choice. Serving in Chief Marketing Officer and Chief Strategy Officer roles before launching Yate Collaborative, my job was to see the whole firm, connect practices and geographies, translate ambition into executable strategy, and make sure our partners could deliver on the firm’s promises.
Midfield is a vantage point. From the middle of the field, you can see where the play is breaking down, where the next opportunity is emerging, and which players need support. You lead by shaping the flow—who you put in motion, what you greenlight, when you say, “not yet.”
Midfielders don’t just enable leaders. Midfielders are leaders. Why Midfielders Can Be Undervalued
If midfield is so central, why do midfielders sometimes feel perceived as “midrange”?
Organizations say they value collaboration and systems thinking. Yet when it’s time to recognize people, attention skews toward those who score goals or make dramatic saves. We measure what is easiest to see. We promote what is loudest. We underestimate the leaders who quietly make it all work.
Research shows that midfielders are the ones who translate strategy into reality, broker trade-offs, and sense early where things will break down. In soccer, control of the midfield predicts control of the game. The same is true in firms: control of the “organizational midfield” turns ambition into results.
The paradox is this: 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.
When my former boss called me “midrange,” he was righter than he knew—but not in the way he meant.
I play the middle. I choose to be the connective tissue rather than the visible tip of the spear. This is not a support act; it is leadership that has allowed me, over three decades, to help firms enter new markets, navigate crises, and grow. Midfield isn’t average. It’s central.
How Leaders Can Support Their Midfielders
If you’re a leader, one of the highest-return investments you can make is to find your midfielders and include them on your leadership bench.
Spot them. Who gets called when things are messy or cross-functional? Who quietly connects people and turns vague direction into clear next steps? These are your midfielders.
Give them ownership. Put them in charge of complex projects where seeing the whole field is an asset. Make it clear they have authority. Frame it as leadership: “You’re not coordinating this; you’re leading it.”
Make their contributions visible. Midfield work shows up in the absence of problems. Praise the whole team, then name individuals or teams explicitly: who cleared the path, who saw the risk, who connected the dots, who took the shot.
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.
Promote them as leaders. Describe their impact in terms that matter – growth, risk reduction, client trust, and the success of others. Put them in roles where seeing the whole field is mission critical.
I’ve helped many “midrange” players step into visible leadership by doubling down on their midfield instincts. By recognizing and promoting our best midfielders, we expand our leadership teams with people who understand the whole game—and often are best situated to advance the organization.
When leaders see midfielders clearly and give them room to lead, the whole organization wins.
Written by Wendy Bernero, Founder & Strategic Advisor at Yate Collaborative.