Line management is a term we cannot avoid. It is part of the working existence for many who sit within systems. The hierarchy of manager, positioned above those to be managed. It is on view in job descriptions and organisational trees, top heavy with seniority, power and governance. Our place and lot pre-defined before we ever start a role; our work narrowly confined in a niche of 'expectations' and 'desired' outcomes.
In all of this structure and clarity, we somehow lose clear sight of what individuality and difference can bring to a role. Sometimes it is the nuances of being who we are that is exactly what the job needs; organic, authentic and expansive self expression. Working in sync and in tune with the task is something that job descriptions rarely describe. This is work that too often goes unseen and unvalued, because it cannot be counted or measured in standard ways. It is not standard work, yet it is immensely valuable for that reason and because it comes from the heart. This is where passion and creativity meet the capitalist work ethic. Systems meanwhile, being on the whole capitalist manifestations, and geared up to only value what they think is wanted, manage, control and too often push out those who think differently.
For those who work to a different rhythm, the many neurodivergent people in our places of work, managing as a personal action, is too often a narrative of coping, surviving, finding a way through, sometimes at great cost. We work hard to meet expectations. Our output punctuated and measured by check-ins, supervisions, and developmental reviews. We find relief and respite from incessant quantification in spaces where our contributions can flow, and our creativity can flourish. Yet sometimes even this is not enough to sustain us. The joys of exploring the possibilities of what we can offer, can too often be pushed against, ignored, or negated for a failure to comply with what is expected. Herein lies a breakdown in communication, "we want, need, would prefer you to do...", meanwhile we crave to hear, "we see, cherish, and value you for being you." The energy needed to navigate these narrowly defined spaces, to be without crashing into the barriers, is indeed a fine line to manage.
What if our places of work could not just accommodate difference, but celebrate it? What if line management, became wellbeing exploration? A space of genuine and mutual felt-safety, where everyone came as equals. No more hierarchy, reporting up to allow others to push down, counting value in frequency of times met, productivity against standards achieved. What if we focused on listening, human-to-human, sharing a moment of connection, not just delivering on expectation? What if we could passionately express our joys, conspire in our glimmers, linger in moments of noticing and being seen? What if more human ways of being together could replace the pomp, procedure and prejudice of the capitalist top-down party line?
'Management' is a concept of work, manufactured by the society we live in, it is not inherent to work itself; managing to cope an outcome of a system designed for productivity, not passion. Yet, if we allow opportunities for autonomy, create space for natural connection, applaud what each individual can bring and do well, we build a natural strength and place of wellness in our teams that cannot be forced, and needs no false measurement. Instead of production, what if we focus on co-production; not lines or linear frameworks, but a tapestry of closeness, attunement and harmony.
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