To address a team leader sabotaging change, diagnose the root cause through open communication and reframe the change as a shared goal, highlighting benefits for them, their team, and the organization. Engage higher management or peers to reinforce the change’s importance, and provide training, coaching, and resources to build their confidence while setting clear expectations and consequences for resistance. Celebrate their contributions to short-term wins to demonstrate value. Use frameworks like ADKAR or Kotter’s model to mitigate resistance strategically. If resistance persists, document actions, involve HR, and consider reassignment if necessary. Blend empathy, accountability, and strategy to turn resistance into alignment.

Addressing a team leader who is sabotaging the change process requires a strategic approach. First, engage in open dialogue with the leader to understand their concerns and motivations, fostering a collaborative atmosphere. Document specific behaviors that hinder progress to provide concrete examples during discussions. Involve higher management if necessary, presenting your findings and seeking their support for constructive intervention. Additionally, cultivate a positive team culture by encouraging transparency and collaboration among team members, which can help mitigate negative influences. Finally, offer training or resources to the leader to enhance their understanding of the change process, promoting alignment and commitment.

To handle a sabotaging team leader in the change process, talk to him in private, and try to understand his concern and motive. Clearly state the benefit of the change to him and involve him in shaping the process, through which ownership can be created. If the resistance prevails, reinforce accountability by reenforcing his responsibilities with organizational goals; seek higher-level support if necessary.

duscussion 1 on 1 to get clear understanding why it happen after that involve higher management as escalation to solve the issue and impact for the company.

Ways to address are many, tools, policies, procedures and human resources including. My approach would be five fold. Is sabotage proven facts? Isn't emotional factors..? Isn't financial factors? Isn't skills /talent factors? Isn't an external interferences? In all five folds ask, Why, why and why..? With transparency, honesty and integrity. Answer must be truthful and open only!!

In addition to the great approaches mentioned above, quantitative impact. First calculate the cost (productivity, rework, poor quality, etc) of the sabotage, which can be used when discussing the sabotage and cost to the company.

It requires empathy, tact and strategic action. Here is a suggested approach that can effectively address it: -Seek to understand: Have 1/1 with the team leader to capture their concerns and motivation for undermining the change. Identify root cause(s). -Clarify the vision & benefits -Involve them in the process - From No sayers to campions! Empower their ownership & acknowledge their experience/expertise -Set Clear expectations and address negative behaviours -Offer support and resources. - Adress fears, lead by example and build alliances You can transform the team leader resistance into an opportunity for collaboration and growth!