Organisations and recruiters are increasingly looking for specialised roles in many fields. Whilst this has its place it also has its downside. Teams of specialists need an effective collaborative structure, otherwise fiefdoms and egos will take over.
Specialists will see things only from their specialised perspective. If they only have a hammer in their toolbox, then everything starts to look like a nail. Not the best place to be! The ability to see things through others eyes is important. Self-awareness, both at individual and group level, is also required. Otherwise how do you identify where expertise is missing, and you lack the ability to effectively execute against ‘the goal’.
But who defines ‘the goal’ or the means to get there? Roles such as CIO, CTO and those in business facing architecture do not lend themselves to technical specialisation. These roles are though, somewhat technical – they have a view across, and into, all activities.
A successful team must combine various attributes;
If you don’t believe me then take a look at this post by Rob Haaring https://www.linkedin.com/in/robhaaring/ at Topdesk https://blog.topdesk.com/en/creating-your-team-personality-over-skills
Strangely, this might turn these specialists into something a bit more ‘T-shaped’….a generalist perhaps!