Parts in IFS: Managers
One of the most helpful insights of Internal Family Systems (IFS) is that our inner world is made up of different “parts.” These parts are not flaws or problems to be eliminated, but subpersonalities that each hold intentions, beliefs, and strategies for protecting us. Among the various types of parts described in IFS (exiles, managers, and firefighters) manager parts are some of the most active and recognisable in everyday life.Managers tend to run the show quietly, often shaping how we present ourselves, make decisions, and move through the world. In this post, I’ll explore what manager parts do, why they develop, and what they can look like in daily life.What Are Manager Parts?
Managers are proactive protectors. Their role is to prevent us from feeling the raw pain and vulnerability held by exiled parts (those that carry wounds, shame, or fear from the past). They work tirelessly, often in the background, to maintain stability and control.A helpful way to think about them is as the “strategists” of the system. They’re usually future-oriented, planning ahead, setting rules, and enforcing behaviours that will minimise the chance of old wounds being reactivated. Unlike firefighters, who act impulsively to soothe pain once it’s triggered (through distraction, substances, anger, etc.), managers aim to stop that pain from surfacing in the first place.The Functions of Manager Parts
Although every person’s system is unique, manager parts tend to take on similar functions across individuals. Some common roles include:Control and prevention – Managers often try to maintain control over situations, emotions, and even relationships to prevent anything unpredictable from happening. For example, a part may push someone to always be punctual, well-prepared, or in charge.Perfectionism – Many managers believe that if we can perform flawlessly, we won’t be judged, rejected, or exposed. They set high standards for work, appearance, or behaviour.Criticism and monitoring – Managers sometimes act as inner critics, scanning for mistakes and scolding us in hopes that criticism will keep us safe from external criticism.Avoidance of risk – To protect against failure, humiliation, or conflict, managers may hold us back from trying new things or speaking up.Caretaking of others – Some managers focus outward, ensuring others are pleased, cared for, or not upset with us, often at the expense of our own needs.Planning and productivity – They may drive us to stay busy, achieve, and plan constantly so there’s no space for old feelings of helplessness to emerge.
Examples of Manager Parts in Action
To make this more concrete, let’s look at a few everyday examples of manager parts and the protective logic behind them.The Perfectionist
A student has a manager part that insists they must always get top grades. This part drives them to stay up late editing essays and revising endlessly. Underneath, the perfectionist fears that if they fall short, others will see them as a failure or unworthy. By keeping performance high, the manager hopes to avoid shame.The Inner Critic
Someone may have an internal voice that constantly says things like, “Don’t be lazy,” “You’ll embarrass yourself,” or “You’re not good enough.” While harsh, this critic is trying to motivate and protect against external rejection. If the person self-corrects first, the manager believes they won’t face painful criticism from others.The Pleaser
In relationships, a manager might take on the role of always saying “yes,” keeping the peace, and meeting others’ needs. It prevents conflict and ensures connection, but may leave the person feeling invisible or drained. The manager here believes that pleasing others is the safest way to avoid abandonment.The Organiser
At work, another manager might push for meticulous planning, colour-coded calendars, to-do lists, and contingency strategies for every possible scenario. The part is trying to create a sense of control and safety in the face of uncertainty.The Burden of Manager Parts
Managers are often highly effective at their jobs, but they can also become rigid, exhausting, or overbearing. Someone driven by perfectionist or critical managers may experience burnout, anxiety, or chronic stress. Pleasing managers may lead to resentment or lack of authenticity.It’s important to recognise that managers aren’t “bad.” They’re protective, often formed in childhood when we needed strategies to survive emotionally. A child who was shamed for mistakes might develop a perfectionist manager to avoid further humiliation. A child who felt unsafe in conflict might grow a pleaser to keep others happy.These strategies made sense at the time, but in adulthood they can become burdensome.Working with Managers in IFS
In IFS, the goal is not to get rid of manager parts, but to relate to them differently. Instead of fighting against them or following them blindly, we learn to approach them with curiosity and compassion.When managers feel safe enough, they can step back and allow us to access our Self—the calm, compassionate core of who we are. From there, we can gently connect with the exiled parts they’ve been working so hard to protect.Managers often need reassurance that they won’t lose their job completely. They may still play a role—such as helping with organisation or motivation—but without carrying the heavy burden of fear. Over time, many managers relax and become more flexible, shifting from rigid protectors to helpful allies.Final Thoughts
Manager parts are some of the most familiar and relatable protectors we encounter in IFS. They strive to keep us safe through control, perfectionism, criticism, planning, and caretaking. While their strategies can sometimes limit or exhaust us, their underlying intention is protective and deeply caring.By learning to notice, understand, and befriend our managers, we open the door to healing. Rather than living under constant pressure from their rules and demands, we can invite them into a new relationship, one where they no longer need to carry so much, and where our Self can lead with balance and compassion.