Relationships (Takers, Fakers and Makers)

Introduction

It is a simple but powerful way to describe how people approach relationships, collaboration and contribution, particularly in teams or during organisational change.

“…The quality of your network ultimately depends on the character of the people within it and on your ability to discern who truly has your back. Not everyone approaches relationships with the same intent or integrity. Some connections will stretch you in the best way; others will likely erode your energy and trust…”

Michelle Gibbings, 2025g

1. Takers

Takers are primarily focused on what they can get from others. Their mindset is transactional as they engage when there’s a personal benefit and often prioritise their own success over the collective good.

Characteristics:

• Ask: “What’s in it for me?”
• Draw energy and resources from the system, rather than contributing to it.
• Often compete rather than collaborate.
• May appear efficient in the short-term but can erode trust and morale over time.
• Relationships are instrumental, ie useful only while they serve a purpose.

Impact on teams/change:
Takers can create resistance and burnout in others. They may block collaboration, hoard information, or undermine shared progress if it doesn’t serve their agenda.

Example:
A manager who claims credit for team achievements or only supports initiatives that raise their own profile.

Summary

“…Takers are driven by personal gain. They will help you only when it benefits them. They often drain energy, create drama…… Every relationship is transactional and conditional…… Use people as leverage, viewing loyalty as expendable…… Trust is a weakness, not a strength…”

Michelle Gibbings, 2025g

2. Fakers

Fakers pretend to give, but their actions are surface-level or self-serving in disguise. They present themselves as team players, but their motives are often to gain approval, appear cooperative, or protect their image.

Characteristics:

• Appear engaged, but their contribution lacks authenticity.
• Say the right things but rarely follow through.
• Seek recognition or avoid conflict more than they seek impact.
• Can drain trust because others sense the inauthenticity.

Impact on teams/change:
Fakers create false harmony. Things look fine on the surface, but there’s little genuine buy-in. Their lack of integrity can slow change because others hesitate to commit fully.

Example:
Someone who publicly supports a change initiative but privately resists it or fails to act on it.

Summary

“…Fakers are harder to spot. They say the right thing, but their actions often fail to align with their words. They operate on charm and duplicity, appearing supportive while serving their own……Initially humble, the need for recognition leads them to betray those who helped…”

Michelle Gibbings, 2025g

3. Makers

Definition:
Makers are the contributors and builders. They focus on creating value for others, for the team, and for the organisation. Their orientation is toward making things better, not just for themselves but for the collective.

Characteristics:

• Ask: “What can we create or improve together?”
• Share knowledge, give credit and build others’ capability.
• Motivated by contribution, learning, and shared success.
• Trustworthy, authentic and collaborative.
• Focus on sustainable results, not just short-term wins.

Impact on teams/change:
Makers are the drivers of transformation. They foster collaboration, model integrity and keep energy focused on shared goals. They are the backbone of sustainable culture change.

Example:
A colleague who mentors others, shares credit and genuinely works to improve processes or relationships.

Summary

“… Makers, by contrast, invest in success. They are principled, transparent and collaborative…… They lead with dignity, act in the service of the collective, and honour their word. Empathetic, consistent and purpose-driven, they understand that sustainability influence stems from trust and mutual respect, rather than manipulation or fear…… Understand that influence isn't about dominance, it's about reciprocity. They’re serious about others, willing to advocate for them, and open to being challenged in return. Their relationships are characterised by both integrity and empathy. It's the makers who will help you navigate complexity and diversity. They are colleagues who speak the truth you need the hear, not just what you want to hear. There are also the ones who show up when circumstances turn…”

Michelle Gibbings, 2025g

Summary Table (takers, fakers and makers)

Some questions to determine if you are taker, faker or maker

• Are you unconsciously taking more than you give? (a taker)
• Are you projecting authenticity but acting out of convenience? (a faker)
• Are you generally contributing to a network that thrives on trust and shared success? (a maker)

Application to Change Management

• Takers resist or exploit change for personal advantage.
• Fakers appear supportive but undermine progress through inaction or inconsistency.
• Makers are your change champions — they turn ideas into action, support others, and help the change take root sustainably.

(source: Michelle Gibbings, 2025g)