In every organization, the relationship between executives and management is a critical one — it can either support growth or slow it down. Much like in personal relationships, this bond can be strong and driven by a shared purpose, or strained by misunderstandings, distance, and a lack of real dialogue.
It’s no coincidence that when we speak about this relationship, we instinctively use the term enterprise rather than company.
It’s a subtle but meaningful distinction: enterprise suggests purpose, vision, and shared direction; company refers to the operational structure and the tools through which action is carried out. These are two complementary dimensions — one answers the question “why does the organization exist?”, the other “how does it function?”
So, within this dual structure, what role does management play?
Managers occupy a pivotal position between enterprise and company: they are the ones who translate strategic vision into sustainable action — ensuring not only operational efficiency, but also preserving the deeper meaning of organizational activity.
And it is precisely in balancing these two dimensions — purpose and execution — that the strategic role of management becomes clear: interpreters of vision, guarantors of alignment between strategy and operations, and promoters of a leadership style that is simultaneously operational, cultural, and relational.
Organizational Dynamics: A Living System in Delicate Balance
We know well that, beyond theoretical models, organizations are living, imperfect, and dynamic systems — where the quality of the relationship between executives and management has a significant impact on both sustainability and success.
Every organization is unique, with its own characteristics and history. However, we can identify three recurring patterns that reflect the overall “health” of the executive–management relationship.
Passionate Strategic Partnership
Consider those organizations that grow, innovate, and attract talent. In these cases, commitment is tangible, trust is mutual, the strategic vision is shared, and management works cohesively toward common goals.
In such enterprises, engagement goes well beyond technical expertise: executives and managers bring their full selves to the table — their values, their convictions, even their emotions. This is the ideal condition: a deep pact of shared responsibility that significantly increases the likelihood of success.
Clearly Dysfunctional Dynamics
At the opposite end of the spectrum are organizations where executives fail to share their vision with the management team or fail to recognize their strategic contributions.
In these contexts, managers often operate in silos, focusing exclusively on their own functional areas and neglecting interdependencies. The organizational culture becomes fragmented, cross-functional flows weaken, and the lack of collaboration undermines the system as a whole.
In such scenarios, the warning signs are there — for those willing to see them — and an external, diagnostic consulting approach can play a critical role.
“Living Under the Same Roof”: The Hybrid (and Risky) Middle Ground
More subtle — and far more common — is the hybrid state, where tension and dissatisfaction are present but go unspoken. Executives and managers do not voice their discomfort, which remains just below the surface. It’s the case of managers who no longer feel aligned with the organization but have never raised the issue with the CEO. “It never felt like the right moment,” “The conditions weren’t there.”
And the dynamic can also go the other way: executives who confide their doubts or frustrations about management to external consultants, without ever initiating a direct, internal conversation.
This silent state of discomfort is one of the most dangerous. Managers who remain formally in place may gradually lose motivation and effectiveness. Meanwhile, executives — having lost trust — stop involving them in strategic matters. The result is an organization off balance, where poor communication erodes trust and undermines strategic alignment.
Over time, this dynamic can wear down the enterprise: managers become less proactive, less engaged, less willing to take risks — distancing themselves from any sense of belonging or shared purpose.
Surfacing Unspoken Issues to Prevent Crisis
To escape this invisible trap, the organization must be willing to admit what it doesn’t know, to ask uncomfortable questions, and to reflect honestly on its current condition — especially the unspoken issues that often go unacknowledged until it’s too late.
Good Practices for Building a Strong Executive–Management Alliance
- Transparency
Sharing the 3–5-year strategic business plan with the full management team. - Shared Values
Defining and sharing the organization’s core values, translated into clear behavioral expectations at every level. - Performance Management System (PMS)
Aligning strategy and performance through KPIs linked to both goals and expected leadership behaviors. - Managerial Awareness
Programs for executives and managers to identify effective vs. dysfunctional behaviors, and to position change as a driver of growth. - Assessment and Development
Regular evaluation of managerial competencies, combined with personalized growth plans (e.g. coaching, training, mentoring). - Feedback Culture
Structured, recurring moments of dialogue between executives and first-line managers to share expectations, address challenges, and identify areas for improvement. - Strategic Executive Search
Selecting leadership talent with the ability to read organizational culture and context. - Organizational Pulse Check
Quick, regular check-ins to detect emerging issues early and activate continuous improvement. - Sense of Belonging
Promoting inclusive initiatives that foster identification with the enterprise as a shared endeavor.
Shared Leadership: A Pact to Be Renewed
The relationship between executives and management can take many forms — from inspired, high-trust partnerships to clear dysfunction, and all the way to those ambiguous situations where the parties remain formally united but have stopped truly working together.
It’s this last condition — “living under the same roof” — that poses the greatest risk: a slow erosion of trust, motivation, and alignment. Often, there are no obvious signs, yet the consequences run deep and long.
Like any meaningful relationship, the one between executives and management requires listening, intentional dialogue, and a pact that must be continuously renewed. In a healthy organization, there is no room for positional inertia — only for leadership built on trust, responsibility, and a shared vision.
Only then can the enterprise stay alive, cohesive, and capable of evolving and thriving over time.
