First, Figure out why the team member might be undermining progress. Is it resistance to change, confusion, or personal interests? Understanding the real issue makes it easier to tackle, Then Schedule a private meeting to address the concerns you've uncovered. Keep the conversation open and transparent. If needed, bring in higher management to back the changes and make sure everyone is on the same page with company goals.

In order for the program to continue swiftly, a more senior leader needs to come onboard to take control of the group immediately. In my view, a comprehensive review of roles and responsibilities and re-assignment of roles to ensure the gaps are closed is the first priority. Once the working group is back on track, a post mortem review of the program derailment can then take place and the appropriate action against person or task can be taken.

When a key team member is sabotaging program changes, I’d first have a private conversation to understand their concerns or motivations. Clear communication is crucial to identify any misunderstandings or resistance to change. If needed, I'd provide additional support, training, or resources to help them adapt. Reaffirming the program's vision and aligning their goals with team objectives is vital. If the behavior continues, I’d address the issue formally while ensuring the team remains focused and motivated by highlighting the broader impact of the program's success.

Most important...address the issue ASAP to prevent it from derailing the program. Start by having an honest conversation to understand root cause of the sabotage—whether it’s a personal issue or a disagreement with the program. Once I know more, I’d involve key people, like the project sponsor and the team, to address the issue openly and find a solution together. I’d emphasize the importance of the project’s success and ensure everyone is aligned. Being proactive with communication and monitoring to prevent future issues can keep the team focused toward success.

Regaining control and driving success in this situation requires a mix of strategic leadership, direct communication, and decisive action. Here’s a step-by-step approach: 1. Assess the Situation Objectively • Gather concrete evidence of sabotage (missed deadlines, misinformation, resistance to change). • Identify motivations—are they acting out of fear, personal interests, or external pressure? • Determine the impact on the team and project. 2. Engage in Direct, Private Communication • Have a candid one-on-one conversation to understand their perspective. • Present facts without accusations, focusing on behaviors and outcomes. • Express the importance of alignment and collaboration. .

Okay, now this is one of the critical problems which needs to be immediately addressed. We should always start by observing patterns of resistance and gathering evidence to understand the root cause—whether it’s fear of change, personal conflicts, or misalignment with the program’s vision. Then only approach the team member with an open yet firm conversation, acknowledging their concerns while making it clear that sabotage won’t be tolerated. Reinforce trust by improving transparency, redistributing key responsibilities, and ensuring alignment with stakeholders. If it still does not work, take a tough call to restructure the team, so program's success isn't compromised.

When key member resists change and spreads confusion and negativity within the team - 1. Start by understanding their concerns. Research their perspective, considering their role and position and tailor your approach accordingly. A 1-on-1 conversation is essential but the way you frame it should vary based on the individual. 2. Before the next team meeting, identify and engage allies who support the change. Their input can help reinforce positive perspectives and restore balance within the team.

When a team member undermines progress, it’s crucial to address the issue directly but tactfully. We need to have a private and honest conversation to understand the concerns which will help sabotage stems from feeling unheard or unsupported. Listen actively, validate their perspective, and clarify the impact of their actions on the team and goals. If resistance persists, reinforce accountability by setting clear expectations and consequences. Meanwhile, focus on empowering the rest of the team, fostering collaboration, and maintaining transparency to rebuild trust and momentum. Lead with empathy, but stay firm in driving the program’s success.

I would have a direct conversation with the team member to address the issue, making it clear that undermining program changes is unacceptable. I’d listen to their concerns but also reinforce that the program’s success is the priority. If the behavior continues, I’d take decisive action—whether reassigning responsibilities, escalating the issue, or making necessary personnel changes. A strong team must align toward progress, not resistance.