No matter how good they are, a “manager’s” effectiveness is finite. Because subordinates resent authority, and resentment accumulates, eventually any manager, no matter how sensitive or aware, will be privately and secretly disrespected. Most often this disrespect will be manifested passively by the subordinate simply underperforming. Almost always the manager will be shunned, and in the late stages of disintegration of the relationship – openly scorned and ridiculed. “Team building” exercises are futile in their intent and embarrassing in their implementation, and probably compound the problem. There is no other measure than to replace the manager and sometimes the subordinates. Responding to complaints is distracting and unproductive. The problem is endemic in the master/slave relationship and no amount of negotiation will cure the situation.
Resentment is compounded by private interaction among subordinates - a constant background carping which accelerates the declining esteem of the subordinate towards their manager. Eventually, the disrespect will metamorphous into derision, resulting in a canceling of the manager’s effectiveness. This too will worsen until the manager is ineffective and must be replaced. This is why the owner of the business must position a third party (the manager) between themselves and their workers – so that person (the manager) can be replaced when the inevitable corruption of authority is maximized. Interestingly, the disrespect is directed toward the person of the manager and not the position within the organization. Workers can intellectualize the need for “management” even though in practice they rebel emotionally. Should the owner also serve as direct manager – to the workers they employ, the solution becomes much more difficult: instead of simply replacing the manager, all of the workers must be replaced.
Managers are also placed in a terrible social situation: they cannot fraternize with the people they spend the most time with, their subordinates, because of the ostracization resulting from pent up resentment. Subordinates eventually will resent the authority of their manager. The more authority the manager represent, the greater the resentment. If you are a manager then be reassured that the isolation you feel is normal. You must limit your contact with subordinates to essential communication. The old English military prohibition, “don’t fraternize with the enlisted men,” applies.
If you are the manager of managers, be prepared to replace the managers below you as their effectiveness inevitably deteriorates. Simply moving managers around in your organization is often enough because a subordinate’s resentment accumulation starts anew with every new manager.
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