Employees serve as the heartbeat within any organisation, driving its functions and aspirations. The realisation of strategic goals hinges upon the collective energy and dedication exhibited by the team.
However, the harmony of this ecosystem can be disrupted by internal conflicts, casting a shadow over project outcomes. In more drastic cases, employees driven by a sense of revenge might resort to saboteur tactics, jeopardising the very success of the project.
This crafty behaviour frequently operates covertly and goes for long stretches without being noticed. According to Alexander Serenko’s research, 40% of workers engage in various types of sabotage, with many of them repeating such behaviours. Furthermore, about half of these incidents—a sizeable portion—are the result of interpersonal disputes.
Surprisingly, many saboteur incidents are motivated by retaliation due to prior reprimands. Interviews with these saboteurs reveal an intriguing, unsettling truth: rather than regret, they take pride in their sabotage.
Here are some strategies to help identify and approach project sabotage.
How to Manage a Saboteur in Your Team
Recognize the Signs
Before taking any action, it’s crucial to determine whether a team member is genuinely sabotaging the project or facing personal challenges that are affecting their performance.
Signs of sabotage might include consistently missing deadlines, spreading negative rumours, purposefully providing inaccurate information, or exhibiting a lack of collaboration.
By identifying these patterns early, you can better address the issue.
Private Conversation
If you suspect that a team member is a saboteur, initiate a private conversation with them. Approach the discussion with empathy and curiosity rather than accusation.
Express your concerns about their recent behaviour and ask if there are any challenges they’re facing that might be contributing to their actions. Encourage open communication and listen actively to understand their perspective. This conversation can provide valuable insights into the underlying issues that need to be addressed.
Clarify Expectations
Sometimes, a team member’s actions might be a result of miscommunication or misunderstanding. Reiterate the project goals, roles, and responsibilities to ensure everyone is on the same page.
Clear communication can help minimise confusion and create a unified team approach. If the sabotaging behaviour continues, you can refer back to these expectations as a point of reference during further discussions.
Document Incidents
In situations where the saboteur’s behaviour persists, it’s essential to keep a record of incidents, including dates, descriptions, and any relevant evidence.
This documentation will serve as a factual record of the behaviour in case more formal actions need to be taken in the future. Having a clear record will also help you maintain objectivity when addressing the issue with higher-ups or HR
Involve Higher Management or HR
If informal discussions fail to resolve the issue, it might be necessary to involve higher management or your organization’s Human Resources department.
Present the documented incidents and explain the impact on the project’s progress and team dynamics. Seek their guidance on proceeding and collaborating on a plan to address the situation effectively.
Offer Support and Resources
In some cases, a saboteur’s behaviour could stem from factors outside of work. Offer your support and resources to the team member, such as access to counselling services or additional training.
Demonstrating that you care about their well-being can help improve their attitude and performance. However, balancing this approach with accountability for their actions is essential.
Set Consequences
If all attempts to address the issue informally have been exhausted, it might be time to set clear consequences for continued sabotaging behaviour.
Communicate these consequences to the team member and ensure they understand their actions’ potential outcomes. While you should strive for a positive and supportive team environment, maintaining accountability is also important.
Reassign or Restructure
In severe cases where the saboteur’s behaviour hinders the project and negatively impacts the team, you might need to consider reassigning the team member to a different role or project.
If feasible, restructuring the team’s dynamics might also alleviate the situation. This decision should be made after careful consideration of the team member’s skills, the project’s needs, and the overall team dynamic.
Focus on the Positive
While dealing with a saboteur can be challenging, focusing on the project’s positive aspects and the rest of the team is essential.
Acknowledge and celebrate the progress and achievements that the team is making despite the challenges. This positivity can help boost morale and keep everyone motivated to work towards the project’s success.
Learn and Prevent
Once the situation has been resolved, take the opportunity to learn from the experience. Analyze what factors might have contributed to the sabotaging behaviour and how to prevent similar situations. Consider implementing strategies for early detection of potential issues and fostering a culture of open communication and support within the team.
Managing a saboteur requires a combination of empathy, clear communication, and assertive action.
Addressing the issue promptly and professionally can help preserve team dynamics and maintain the project’s momentum.
By recognizing the signs, engaging in open conversations, involving higher management or HR when necessary, and focusing on positive outcomes, you can navigate the challenges a sabotaging team member poses while steering your project towards success.
Serenko, A. (2019), “Knowledge sabotage as an extreme form of counterproductive knowledge behavior: conceptualization, typology, and empirical demonstration”, Journal of Knowledge Management, Vol. 23 No. 7, pp. 1260-1288. https://doi.org/10.1108/JKM-01-2018-0007
