People are at the heart of every workplace — and wherever people come together, relationships naturally happen.
From friendships to romantic connections, these relationships can boost camaraderie, collaboration, and even morale. But if they’re not managed properly, they can also open the door to things like perceived favouritism, conflicts of interest, or more serious issues like misconduct claims.
Relationships at work aren’t a bad thing — in fact, positive connections can lift team spirit and make work a better place. The challenge comes when close personal or romantic relationships form between people at different levels of authority. That’s when questions about objectivity, fairness, and team dynamics can start to creep in.
This is where line managers make a real difference. They don’t need to police people’s personal lives — but they do need to make sure workplace relationships aren’t undermining trust, team cohesion, or the day-to-day running of the business.
For managers, handling workplace relationships well comes down to a few simple steps:
- Be approachable – Create a culture where people feel safe to speak up, without fear of judgment or consequences.
- Keep it discreet – If someone shares something personal, handle it carefully and with full confidentiality.
- Think about the impact – Check if the relationship could affect reporting lines, create bias (even just the perception of it), or cause any safeguarding concerns.
- Bring HR in early – Don’t try to tackle tricky situations alone; getting HR involved quickly keeps things fair, consistent, and professional.
Workplace relationships are part of professional life — and handling them well is key to keeping trust and fairness front and centre.
When a relationship develops between people in a direct reporting line, things can get tricky fast. Promotions, performance reviews, disciplinary decisions, and task allocations can all be questioned if there’s any hint that impartiality might be compromised — or even just perceived to be.
That’s why protecting the chain of command is so important. Ideally, you want to avoid situations where one person has authority over the other. Where it’s possible, reporting lines should be reassigned to create a bit of distance and keep everything transparent and above board. It’s also important to set clear expectations with both parties about professional behaviour and decision-making boundaries during working hours — no grey areas, no confusion.
Good management of workplace relationships starts with encouraging early disclosure. Not to judge, but to keep the workplace fair and focused. Setting clear boundaries, reviewing reporting structures where needed, and keeping a close eye on team dynamics all help maintain a positive, professional environment. Leaders have a big part to play too — by setting the tone, leading by example, and handling any situations that come up with discretion, respect, and fairness.
The bottom line? Relationships happen — and that’s not a bad thing. Instead of ignoring or banning them, organisations should aim to build a culture where openness, professionalism, and fairness are just part of how things work.
With the right training, clear policies, and support from HR, line managers can feel confident stepping up and managing workplace relationships in a way that supports both individuals and the team as a whole.