So… what’s going on in teams right now?
Thing is, workplaces are shifting under everyone’s feet. Used to be, in plenty of professions — law, accounting, engineering — you’d get in, learn the ropes, do the technical work, and that was pretty much the gig.
But lately? The job descriptions are changing without actually changing on paper. You’ve got folks who were once knee-deep in technical work now being nudged (or shoved) into these bigger-picture, “strategic” roles. Less time in the trenches, more time in meetings about “direction” and “vision.”
Sounds fancy. Also sounds… slightly terrifying for some.
Why it feels like a weird identity crisis
Here’s the bit that doesn’t get talked about enough — this isn’t just a skills shift. It’s a professional identity shift.
When someone’s spent ten, fifteen years perfecting their craft, they are that craft in a way. The law clerk who can draft contracts in her sleep? The surveyor who can read land maps like they’re kids’ bedtime stories? That’s who they are.
Then, suddenly, they’re told: “Alright, you’re now leading a project team, influencing organisational goals, building relationships at a strategic level.”
That’s like telling a top chef, “From now on, you’re not cooking — you’re designing menus and managing other cooks.” There’s pride in the promotion, sure. But also a quiet, unsettling feeling of… “But if I’m not doing that, then what am I?”
The tricky transition — and why it trips people up
This bit’s frustrating: a lot of organisations assume that if someone’s brilliant technically, they’ll automatically shine strategically.
But the skill sets? Totally different beasts.
Technical expertise is about depth — knowing every detail, every quirk, every potential pitfall in your area.
Strategic thinking is about breadth — pulling together different pieces, seeing how the dots connect, anticipating shifts before they happen.
Switching from one to the other isn’t just flicking a switch. It’s more like rewiring the whole house while the power’s still on.
Real-world example (you’ve probably seen this)
Picture this: a senior legal technician in a mid-sized firm. Known for encyclopaedic knowledge of legislation. Trusted for “getting it right every time.”
One day, leadership decides they’d be perfect for a cross-department strategy role. Suddenly they’re sitting in planning sessions with marketing, HR, and finance — half of whom speak in acronyms they’ve never heard. They’re expected to “align legal with the commercial strategy” and “enhance inter-departmental synergies.”
Meanwhile, their head’s spinning because yesterday they were triple-checking section references in a contract, and now they’re supposed to think about brand positioning.
The emotional side — because yes, that matters
It’s not just about learning new tasks. It’s about the loss of something familiar. There’s a kind of grief in leaving behind the technical mastery that once defined a career.
Some people push through it and thrive. Others quietly disengage, or worse, burn out trying to juggle both worlds.
And honestly? This is where good leaders earn their keep — by recognising that a change in role isn’t just logistical, it’s deeply personal.
The role of training (and why generic workshops won’t cut it)
A two-hour “Leadership 101” lunch-and-learn isn’t going to cut it here.
This kind of shift needs tailored, ongoing support. Things like:
Role-specific coaching — not just “how to lead,” but how to lead given your background.
Practical mentoring — shadowing someone who’s already made the leap.
Safe spaces for questions — because nobody wants to ask “what’s EBITDA?” in a boardroom full of seasoned execs.
And here’s the pro tip: pairing this with something like Belbin Team Roles Training helps people understand not just their new role, but how they naturally contribute to a team in this different capacity. It gives language to the shift, which makes it a lot less scary.
What teams can do to make the shift smoother
A few things that tend to work well:
Acknowledge the shift — Don’t pretend nothing’s changed. Say it out loud.
Honour the technical skillset — That history is an asset, not baggage.
Give time — Expecting instant transformation is a recipe for failure.
Redefine success — Move from “perfect technical output” to “impact at a strategic level.”
Create feedback loops — Let people know when they’re nailing the new expectations (and when they’re not — kindly).
Common misconceptions worth clearing up
“Once you’re strategic, you leave technical work behind completely.”
Not always true. Some roles are hybrid for years.“If you’re good technically, you’ll be fine strategically.”
Nope. Different skill muscles entirely.“Everyone wants to move up the ladder.”
Actually, some people are happiest deep in their technical niche. Forcing a shift can backfire.
So what does this mean for you?
If you’re the one being asked to step into a bigger-picture role, don’t just focus on what you need to do. Think about how you need to think differently.
If you’re the one leading a team through these changes, don’t underestimate the emotional labour. Recognise it, talk about it, and back it up with the right support.
And if your workplace is serious about getting this right, investing in proper frameworks — like Belbin Team Roles — can help map out the natural strengths people bring to a strategic setting, so you’re not just tossing them in and hoping for the best.
FAQ
Q: How long does it take to adapt from a technical to a strategic role?
Varies wildly — anywhere from a few months to a couple of years, depending on the person and the support they get.
Q: Can someone go back to a purely technical role if strategic work isn’t for them?
Yes, and in some industries, that’s actually encouraged. Retaining deep specialists is valuable.
Q: What’s the biggest mistake organisations make in this transition?
Assuming technical brilliance equals strategic competence without providing training or mentoring.
Q: Is age a factor in making the shift?
Not really. Adaptability matters more than age.
Q: How do you keep morale up during these changes?
Regular communication, genuine acknowledgment of challenges, and celebrating wins (even small ones).
Need proper guidance for your team’s role transitions?
Before making big changes, it’s worth getting tailored advice. A specialist familiar with frameworks like Belbin Team Roles can help your people not just adapt, but thrive.
Disclaimer: This is general information only and not legal or professional advice. Get proper guidance for your specific circumstances before acting on anything discussed here.
