With the international leg of the Oasis reunion gigs about to get underway, rumours abound about the true nature of the Gallagher brothers’ relationship. According to reports, Liam Gallagher has spent more time with his dog during the current tour than he has with his brother.
If this is a sign of tension within the band, and indeed true, it can’t be much fun for their bandmates; and it must be even more of a headache for their management team.
Once the creative powerhouse behind Oasis, the fractured relationship between Liam and Noel has since become a cautionary tale of how personal conflict can undermine even the most successful enterprises. It is estimated the Oasis tour will generate £700 million in revenue. While the music industry may seem far removed from the average workplace, the dynamics at play between the Gallagher brothers reflect a more universal and damaging issue: the impact of toxic workplace relationships.
Toxicity in the workplace doesn't always erupt in dramatic bust-ups or social media spats. Often, it's much more low level - simmering tensions, passive-aggressive behaviour, lack of communication, silent quitting or a subtle undermining of colleagues. But the consequences can be just as destructive.
According to research published last year by the Chartered Institute of Personnel and Development (CIPD), people who experience conflict in the workplace have lower job satisfaction and are more likely to experience poorer physical and mental health. The same report suggests a quarter of UK employees has experienced workplace conflict, with those caught up in conflict twice as likely to leave their jobs – harming both employees and employers.
In the case of the Gallaghers, both brothers brought immense talent and creative energy to the table, but their inability to resolve their backstage disagreements led to an insurmountable breakdown in relations, culminating in a split in August 2009.
In business, similar breakdowns between colleagues or senior leaders can sabotage projects, stall innovation, and drive away valuable talent. Organisations that fail to recognise or address such dynamics risk losing more than just productivity - they risk their reputation and long-term sustainability. On the other hand, constructive conflict, where differing views can be aired and discussed within a culture of mutual respect and clarity on behaviours which are, and importantly, are not acceptable, can drive innovation, growth and improvement. Conflict of itself does not necessarily mean there is a toxic workplace, but where there is a concurrent absence of collaboration and respect between and of colleagues, toxicity can grow.
It is undeniable that it is the leadership of an organisation (regardless of size) sets the tone. When senior figures display adversarial, dismissive or undermining behaviour, it legitimises similar conduct throughout the business. In contrast, emotionally intelligent leadership provides a positive role model - encouraging colleagues to speak up, engage openly, and work through their differences constructively. That does not mean that there will never be disagreements among colleagues, but it does mean that the decisions a business makes will reflect what is in its best interest.
Senior managers and HR professionals play a critical role in navigating these challenges. It is not enough to rely on technical competence or business strategy; emotional intelligence, conflict resolution skills, and a strong, inclusive culture are equally essential. Creating space for honest dialogue, mediating tensions early, and setting clear behavioural expectations can prevent festering disputes from becoming organisational crises. In regulated environments – including health, legal and financial sectors - where performance often hinges on close collaboration and mutual trust, the cost of ignoring toxic relationships can be particularly acute.
We will never know what happened with Oasis behind closed doors, but in the workplace, we have the opportunity to tackle negativity through robust policies, training, and a culture of mutual respect.
While few of us work in the intense glare of rock stardom, the lessons from Oasis are universal. Talent alone cannot overcome a toxic dynamic. To build resilient, high-performing teams, we must prioritise healthy relationships - not just for harmony in the workplace, but for the future success of our organisations.
