You wanted to make a difference, didn't you?

You stepped up into a role where you thought you could change the way things were done. You thought you could make it better, do it right.

It's not what you thought it would be, is it?

But, there is a way. A way to get more out of your role. A way to make your team and yourself happier.

A way to do better.

Subversive management prioritises:

Empathy and understanding over rigid adherence to rules

Transparent and regular communication over secrecy and siloing

Flexibility and adaptability over strict planning and forecasting

Employee empowerment and autonomy over top-down directives and control

Constructive feedback and growth over criticism without support

Innovative problem-solving over tradition or “best practices”

A culture of trust and safety over internal competition

The harmony of a person’s whole life over all-consuming work demands

While subversive managers acknowledge the necessity of organisational goals and structures on the right, we believe the essence of effective management lies in valuing the elements on the left more.

The Subversive Manifesto

Who Is Subversive Management For?

Subversive management is for everyone who wants to make a difference in the corporate world, or understand how one is made.

Reluctant Managers

People who didn’t actively seek out management roles but stepped up to fill a gap. These are leaders who find themselves in management positions but feel unprepared or frustrated by corporate norms.

Burnt-Out Managers

Individuals caught between upper management and the employees they oversee. These managers are expected to enforce policies they don’t necessarily believe in, leading to exhaustion from constant pressure on both sides.

People who want to challenge the status quo. They’re looking for new ways of thinking about leadership—ones that value people over processes and creativity over rigid structures.

Disruptive Thinkers

Corporate Rebels

Progressive Leaders

Small Business Owners & Entrepreneurs

Those who don’t want to follow the typical corporate playbook. They’re managing small teams and looking for management principles that are people-focused, innovative, and adaptive.

Those working in corporate environments who are frustrated by hierarchies, bureaucracy, and outdated practices. They are tired of being stifled by red tape and slow decision-making.

Managers who already embrace alternative approaches to leadership but want to take it a step further. These are people who are pro-flexible work policies, pro-autonomy, and pro-innovation, seeking ways to deepen their approach.

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