The Libero: A Hidden Role with Visible Power
On the People Who Build Strong Development Organizations and Drive Them Forward
In every technology organization, the human structure is one of the most critical factors for success. When you look deeply at how development teams operate over time, you can identify three main professional archetypes that appear in almost every successful organization: the specialist, the generalist, and the libero.
The “Libero” sign from the taxi in Rome
The specialist is the backbone. They focus on a specific domain, such as algorithms, infrastructure, or machine learning. They know every detail, build robust technological foundations, develop innovative algorithms, and can offer highly precise solutions within their area of expertise.
The generalist, on the other hand, brings a wider perspective. They understand connections, bridge gaps between domains and technologies, and build a holistic view of the challenges and objectives. Both roles are essential and allow a professional development organization to handle targeted tasks as well as complex, cross-disciplinary projects.
Throughout the life of a development organization, there are many situations where having only a specialist or a generalist is not enough. Sometimes there is a need to deal with projects that have no clear owner, challenges that require immediate action, or solutions that cut across domains and demand a unique blend of depth and breadth. This is where the libero steps in. Much like a free player in sports, the libero operates without being tied to a fixed role or domain. They bring the ability to quickly understand complex systems, formulate a fast (sometimes temporary, sometimes permanent) solution, and execute at the highest technical level.
The libero tackles tasks that other teams disperse over, fixes bottlenecks, changes architectures when needed, and provides peace of mind to the development manager. The libero can jump into almost any task and you can always rely on them to deliver results, gladly, without the need for committees, unnecessary coordination, or bureaucracy.
From experience, I have seen that the contribution of the libero is not always received quietly. Sometimes they are perceived as a threat, because they operate in areas that specialists and generalists see as their own territory. Specialists may feel that the libero is encroaching on their domain, sometimes even offering solutions or critiques that challenge professional assumptions built up over years of effort. Generalists may fear that their status is weakened, because the libero successfully combines broad technical knowledge with strong hands-on execution. For managers, the libero presents a unique challenge because it’s not always easy to place them in the formal organizational structure, especially when they wield informal influence that sometimes extends beyond the hierarchy.
To truly benefit from the libero, an organization needs to be mature and able to embrace people who work outside traditional templates. The managers should recognize that real value can come from those who are not formally defined on the org chart.
It is important to note that liberos are not necessarily seeking managerial roles. Most of them do not want to be formal managers. They prefer to deepen their expertise, build, and solve essential problems. What mainly drives them is the direct impact their work has on the organization and the company. Nevertheless, the libero has significant influence on their environment. Top engineers gravitate toward them, learn from them, and collaborate with them. Their professionalism, sense of responsibility, and reliability make them a central and leading figure, even without an official title. Their quiet action, without the need for formal authority, is what sets a high standard and shapes culture. The libero will often thrive in an IC (Individual Contributor) role and may feel less secure in a management position that requires dealing with challenges outside their core competency.
My deep understanding of the libero’s significance was born thanks to Mrs. Miri Curiel, my professional mentor in the past several years. Miri has a special talent for helping senior R&D managers identifying liberos, nurturing them, and giving them a genuine place to make an impact. Thanks to her, I learned that a libero is never a side effect, but always an essential ingredient in a healthy technology organization. She strengthened my appreciation for such people, gave me tools to leverage the libero for the good of the organization, and deepened my understanding of why it’s important to invest in them, even if they do not always fit easily into established frameworks. There is no doubt that I became a better manager for my organization thanks to these insights.
On a lighter note, the inspiration to write about the libero came from a recent trip to Rome. During a taxi ride, I saw the word Libero on the digital meter, in glowing red letters. This word, which signifies “available”, “ready for action”, “ready to get it done” highlighted for me how the libero is always ready for what really matters, not just what was defined in advance. The libero doesn’t wait for instructions. They are simply prepared, attentive, and able to respond to organizational challenges as they arise.
It is important to understand that the libero is not just another multi-disciplinary expert. The libero is a real and meaningful engine that propels the organization forward, sets new standards, and creates inspiration throughout the team. To truly benefit from your liberos, you need to give them freedom, recognize their contribution, and build a culture that values quiet excellence and real execution.
If you have someone like this in your organization, give them the space and trust they need.
And if you don’t, maybe it’s time to start looking.
#EngineeringCulture #TechLeadership #TeamDynamics #Libero #Innovation #TalentManagement #SoftwareDevelopment
