MIT Sloan Management Review

Human Resource Management and Industrial Relations, Leadership and Organizational Studies

Friend, Foe, Ally, Adversary … or Something Else?

By Laurence J. Stybel and Maryanne Peabody

July 15, 2005

To manage relationships with subordinates, colleagues, bosses and others, executives first need to know how to classify those people accurately.

To succeed, executives must manage a myriad of relationships with their subordinates, colleagues, bosses and others. People who are adept at doing so can, for instance, better navigate the organizational politics at their companies. However, executives who lack such interpersonal skills are prone to misreading important situations. They might, for example, count on a colleague’s crucial support that then fails to materialize. Indeed, the ability to manage work relationships effectively is often what differentiates executives who make it to the top rungs of the corporate ladder from those who don’t.

For more than 20 years, we have worked with hundreds of senior executives in dozens of industries. Many of those individuals have a keen intuitive sense of how best to deal with others. The majority, though, need some guidance because they lack an effective framework for accurately classifying — let alone developing strategies for — their work relationships. At most, they might categorize co-workers as friends, foes and neutrals, but that view is far too simplistic, leading to bad misjudgments and costly mistakes. Instead, we have found that work relationships can be defined along one of two continuums: unconditional and conditional, each requiring a different set of strategies.

Unconditional Relationships

Relationships that are independent of situation and context are called “unconditional.” At one end of this spectrum are friends; at the other end are enemies. In the... To read the complete article, login or sign-up using the form below.

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