How Do We Change the Culture That “Management” is Always “the Enemy”?

In many organisations, there’s an unspoken belief that managers and leaders are somehow “the enemy.” This mindset can silently erode trust and undermine efforts to build a healthy culture. But where does this perception come from, and how can it be addressed?

Years ago, when working in a large organisation, I often saw my manager behind a closed office door, having private conversations with other employees. He was a good boss—supportive, transparent when appropriate, and genuinely invested in the team. But over time, I began to wonder about these closed-door meetings. Was important information being withheld? Were decisions being made that could impact me or my colleagues? The not-knowing started to wear on me, leading to suspicion.

Managers and leaders are, by their very nature, privy to confidential information. They handle sensitive issues such as performance challenges, employees' struggles, and career development conversations. This is a necessary part of their role. However, when information is withheld, it can often be misinterpreted, even if the intention is entirely innocent.

The perception can quickly snowball if a manager fails to communicate effectively—or worse, plays favourites, spreads gossip, or treats people poorly. A UGR (Unwritten Ground Rule) emerges: “Around here, managers can’t be trusted—they’re the enemy.”

But what if we flipped the script?

The Role of Good Management

The first step in changing this perception is developing good managers. That might sound simple, but it’s essential. Good management requires consistent development, training, and feedback. Organisations must invest time and resources into helping managers grow their skills, emotionally connect with their teams, and learn how to communicate in ways that reduce suspicion rather than fuel it.

But it’s not just about skill development. Leaders also need to be transparent about their role. Yes, some information must remain confidential, but managers should clarify that when it’s possible to share, they will. Employees need to hear that there are boundaries for privacy but also be reassured that openness is the standard operating procedure whenever possible.

What Can Leaders Do?

1. Commit to Continuous Management Development: Invest in your managers. Focus on improving communication, emotional intelligence, and trust-building skills. Encourage feedback loops so managers can learn what works and what doesn’t.

2. Be Transparent About Privacy: Acknowledge that not everything can be shared and explain why. This removes the “mystery” that often fuels distrust.

3. Create Channels for Open Communication: Encourage managers to share relevant updates actively and involve employees in discussions whenever appropriate. The more people feel informed, the less likely they are to see management as “the enemy.”

The Bottom Line

Changing the culture of “us versus them” requires intentional effort from leadership. Managers must be skilled, transparent, and consistent in their communication. Just as importantly, they need to acknowledge the realities of their role—yes, some things will remain confidential, but that doesn’t mean they’re conspiring behind closed doors.

Cultural change doesn’t happen overnight, but with strong leadership and a commitment to transparency, the “management as the enemy” mindset can be replaced with one that fosters trust, collaboration, and growth.