Guilds, Unions, and Consultants: Have We Always Needed Middlemen?
A brief history of worker representation and trust
In a world where “flattened hierarchies” and “open-door leadership” are trending phrases, one question quietly lingers:
If work has become more democratic, why do we still rely on so many intermediaries?
From medieval guilds to modern-day unions and today’s army of consultants and coaches, workers have always sought someone or something to help them navigate the power structures of work.
Why?
Because trust, representation, and protection have rarely been baked into the system.
The Guild: Collective Identity and Craft Protection
In medieval Europe, guilds were more than professional associations. They were protectors of skill, price, quality and people.
They trained apprentices.
They regulated trade standards.
And importantly, they represented members' interests to the ruling elite.
Guilds emerged because individuals had no leverage. A lone blacksmith couldn’t negotiate with a wealthy merchant. But a guild could.
This wasn’t just about labour. It was about dignity. Belonging. Collective power.
The Union: Fighting for the Basics
Fast forward to the Industrial Revolution. Factories exploded, and worker rights collapsed.
Enter the labor union.
Unions weren’t about polishing reputation, they were about survival.
Fair pay, humane hours, safety. The basics.
And yet, as with the guilds, the logic remained the same: When the system isn’t built for you, you create a middle layer to speak for you.
In Egypt and across much of the world, labor unions remain both necessary and contentious. Their power reflects deeper truths about workplace trust and inequality.
The Consultant: The Polished Middleman
Today, it looks different.
Now, instead of guild elders or union reps, we call in HR consultants, DEI experts, or executive coaches. These middlemen (and women) translate between management and team, culture and policy, leadership and labor.
Why?
Because even in “modern” companies, there’s often a silent gap between how things are designed and how they’re experienced. A consultant doesn’t just advise, they interpret. They give language to discomfort. They soften confrontation. They mediate.
In theory, open leadership and strong internal systems would reduce this need. But in practice? Many employees still feel safer voicing concerns through a third party than to their own manager.
What This Tells Us
Every time workers turn to a middleman, whether a guild, a union, or a consultant, they’re signaling something:
We don’t feel heard.
We don’t feel safe.
We don’t fully trust the system.
These intermediaries exist because of power imbalances, not in spite of them.
And while middlemen can be helpful, their very existence suggests that direct, transparent communication inside companies is still the exception, not the norm.
So, Do We Still Need Them?
Until workplaces are spaces where:
Conflict can happen safely
Feedback leads to real change
Leadership listens deeply and acts with integrity
...we probably still do.
But the long-term goal isn’t to rely on middlemen forever.
It’s to build workplaces where every person regardless of rank has the power, skill, and safety to speak for themselves.
If this article made you think differently about leadership, systems, or the history of work, I’d love to hear your take.
Let’s keep the conversation going.