Recently, I had the opportunity to contribute a chapter to an IGI Global publication titled Building Learning Communities: Collaborative Coaching as a Catalyst for Talent Development in Higher Education. You can read the chapter here: https://www.igi-global.com/chapter/building-learning-communities/389775
The chapter explores a theme that has shaped much of my professional life: the transformative power of coaching and community in higher education. As I reflect on the ideas I shared there, I’m reminded why this work continues to matter to me so deeply.
Shaped by Leadership Roles in Higher Education
Much of what I know about building effective learning communities comes from my years at the University of Alabama and the University of Central Oklahoma. Serving in senior leadership roles at both institutions placed me in environments where collaboration was not just helpful but essential. I learned how teams thrive when people feel empowered to contribute, when communication is intentional, and when leaders invest in others’ growth.
These experiences taught me the importance of developing people through meaningful dialogue, reflective practice, and shared responsibility. The collaborative approaches that were necessary in those roles became foundational to my understanding of how coaching can strengthen teams and enhance institutional culture.
The Heart of the Chapter: People Grow in Community
At the core of the chapter is a simple truth: meaningful development rarely happens in isolation. Whether students, faculty, or staff, individuals thrive when they are supported by intentional communities of learning. Coaching becomes the mechanism that holds these communities together, a structured space where reflection, vulnerability, accountability, and growth are possible.
Throughout my career, I’ve seen institutions invest in new programs, technology, or organizational structures while overlooking the human connections that make these efforts successful. Sustainable improvement begins with people, not systems. Coaching empowers individuals to engage, to question, and to evolve in ways that ultimately strengthen the institution.
Leadership Development Requires More Than Training
One of the arguments I make in the chapter is that leadership development is not a one-time event. It’s a continuous process shaped by dialogue, mentoring, and real relationships. Traditional training has value, but it cannot replace the depth that coaching offers. Through coaching, leaders learn to think critically, to navigate complexity thoughtfully, and to cultivate environments where others can succeed.
This approach builds not only individual capacity but also collective resilience. Institutions marked by trust and reflective practice tend to weather change more effectively.
Why This Matters in Today’s Higher Education Climate
Higher education is experiencing enormous pressure — demographic shifts, economic uncertainty, heightened expectations, and increasing demands for accountability. In such an environment, learning communities anchored in coaching are not optional. They are essential.
They create space for honest dialogue. They help institutions retain talented employees. They nurture student success. And they foster cultures where growth is expected, supported, and celebrated.
These are not theoretical concepts; they are practical approaches that shape institutions and the people who work and learn within them. And while my examples come from higher education, the lessons extend far beyond it. Coaching, collaboration, and intentional community-building have relevance in virtually any organizational setting, making these insights broadly applicable across many professional and leadership environments.
A Continuing Commitment
Writing this chapter was more than an academic exercise. It was a reaffirmation of my lifelong belief in the power of human development. Despite the challenges, the disappointments, and the moments that test one’s sense of purpose, I remain deeply committed to the work of building communities where people can learn, lead, and thrive.
Thank you for engaging with this work. The conversation about coaching, learning, and leadership is ongoing, and I look forward to contributing to it in meaningful ways.
Workplace sabotage can manifest in various forms, including gossip and rumors, undermining colleagues, passive-aggressive behavior, direct confrontations, and exclusion and cliques. Gossip and rumors involve spreading false or harmful information about colleagues, leading to mistrust and hostility. Undermining colleagues means deliberately sabotaging a colleague’s work or reputation by withholding important information or providing incorrect guidance. Passive-aggressive behavior includes using sarcasm, giving the silent treatment, or making backhanded compliments to create a toxic atmosphere. Direct confrontations involve engaging in open arguments or heated discussions that disrupt workflow and increase workplace tensions. Exclusion and cliques entail forming exclusive groups and excluding others, leading to feelings of isolation and resentment.
As a person of color, my professional journey has been marked by distinct experiences. At times, I noticed a difference in how I was treated compared to my peers. Reflecting on these experiences, I acknowledge that while not always the case, there were instances where peers made efforts to create a challenging workplace environment for me. This was unfortunate, and sometimes these actions may have been unintentional. However, in other situations, I perceived these challenges as deliberate acts of workplace sabotage.
I believe sharing my experiences could be valuable to other professionals of color facing similar workplace confrontations perceived as sabotage. It’s important to navigate these situations with awareness and resilience, seeking support and utilizing resources within the organization. Addressing such challenges requires a proactive approach, documenting incidents, seeking guidance from mentors or HR, and advocating for a supportive workplace culture that values diversity and inclusion.
The Unique Impact on People of Color
People of color often experience workplace sabotage differently and more intensely due to systemic biases and racial discrimination. The impact can include increased scrutiny, where people of color face higher levels of skepticism regarding their capabilities and contributions, making them more vulnerable to sabotage. Isolation is another issue, as exclusion from informal networks and social circles within the workplace can limit their access to critical information and opportunities. Stereotyping leads to biased evaluations and unfair treatment, further exacerbating feelings of inadequacy and frustration. Microaggressions, which are subtle, often unintentional comments or actions that reinforce negative racial stereotypes, can undermine confidence and create a hostile work environment.
Examples of Workplace Sabotage Against People of Color
Examples of workplace sabotage against people of color include questioning competence, withholding information, overloading with work, credit stealing, and negative performance reviews. Questioning competence involves doubting or questioning the qualifications and capabilities of people of color, often without basis, undermining their confidence and professional standing. Withholding information is the deliberate exclusion of people of color from important meetings or withholding crucial information that could aid their job performance. Overloading with work means assigning excessive workloads or menial tasks to people of color, making it difficult for them to succeed or advance. Credit stealing occurs when others take credit for the ideas and contributions of people of color, hindering their recognition and career progression. Negative performance reviews involve giving unfairly critical performance reviews based on biased assessments, which can impede career growth and job satisfaction.
I recall one situation where a peer noted that the functional area that I was supervising had encountered a few findings based upon a routine institutional audit. I was shocked as the area always was meticulous in its operations. I did my research and discovered that in this case, they had done everything that they were expected to do also. They had asked for an exception to a policy through another department, and that department had granted the exception. They had the information in writing. I was relieved because the errors seemed to be out of character for the department. When I followed up with the colleague who mentioned the findings to me regarding what I had discovered, they elected to ignore them. They made it a point to report to my supervisor and other institutional leaders that these audit findings had been discovered in one of my areas. The ability to triangulate my findings was not difficult as the individual supervised the department that made the exception. After bringing it up on several occasions, I was literally told that there was nothing that could be done, as “that ship has sailed”.
The Impact of Workplace Sabotage
The consequences of workplace sabotage are far-reaching and can affect both the individual and the organization. Decreased productivity is a significant impact, as the stress and distraction caused by sabotage can lead to decreased focus and efficiency. Lower morale is another consequence, as persistent sabotage can erode morale, leading to disengagement and dissatisfaction among employees. Increased turnover is a likely outcome in a hostile work environment, prompting valuable employees to leave and resulting in higher turnover rates and loss of talent. Health issues can also arise, with prolonged exposure to a toxic work environment causing physical and mental health problems, such as anxiety and depression.
When I have encountered these situations, it has caused a tremendous amount of stress and anger. I tried to navigate through them, but there are some who are very well-equipped in strategizing to create difficult situations for their “colleagues”. Many people of color like me have not been taught this game. They are not ready for these situations. They have not had mentors who have provided them with the reality that these types of games are played. I was naïve enough to believe that if I showed up and tried to do the right things professionally that others would support me. Over time, I realized that these types of things did occur, and it diminished my appreciation of the workplace and those around me who engaged in these situations. The toxicity caused me to have many reservations about trying to collaborate as trust had been deteriorated because of the environment that was created. I spent more time trying to figure out ways to get work done around these individuals rather than being able to be strategic. When employees of color experience these situations, it creates undue stress, second guessing, and overall a lack of desire to exist in the environment.
What to Do If Workplace Sabotage Impacts You
If you are experiencing workplace sabotage, it’s important to take proactive steps to address the situation. Start by documenting incidents of sabotage with specific details, including dates, times, and individuals involved. Keep a record of any emails, messages, or documentation that can support your case. I didn’t do a good job in this area. I wrote things off and continued to try to move forward. No one wants to be the “snitch” as some may perceive it as weakness or that you are not a team player. However, at the end of the day, your ability to be effective in your work is diminished anyway, so why not be proactive in addressing the issue head on.
Consider discussing your concerns with a trusted colleague, mentor, or supervisor who can offer guidance and support. Raising awareness of the issue within the organization can sometimes prompt action to address the sabotage. Talking to mentors and colleagues for support is crucial, even if some may not have the authority to intervene—they can still provide a listening ear. Personally, I struggled in this area because I didn’t share my experiences widely. It’s important to note that those who engage in such behavior are often adept at preemptively shaping a narrative. When you approach your supervisor, they may already have framed the situation in a way that undermines your credibility. It’s unfortunate, but it’s a tactic used by some individuals.
Seeking professional advice or assistance from HR or an employee assistance program (EAP) can also be beneficial. These resources can provide confidential support and guidance on how to navigate the situation effectively. I am delighted to see that there has been more openness by people of color to discuss mental health, but I grew up in an environment where you were perceived as weak if you requested assistance. It was a societal perception, and it was a part of black masculinity. I have since been engaged in much counseling and support, but I left a lot of money/benefits on the table because I did not take advantage of EAP back then. Don’t allow that to happen in your case.
Additionally, prioritize your well-being by practicing self-care and maintaining a healthy work-life balance. Dealing with workplace sabotage can be emotionally draining, so it’s essential to take care of yourself physically and mentally. I always joked that as a black man, my life expectancy is much shorter than other groups. As people of color overall, that tends to be the case. Don’t allow these jobs to kill you. Take care of yourself and establish boundaries. Create physical and mental well-being structures in your life to overcome these challenges.
Lastly, consider exploring your options for recourse within the organization, such as filing a formal complaint or grievance if the sabotage persists and impacts your ability to work effectively. It is not always an easy situation, and it is not the preferred solution, but if you plan to remain at the organization, you have got to put an end to this harassment. Speak up and act to save yourself and your career.
Addressing Workplace Sabotage
You should not be alone in experiencing this type of harassment in the workplace. Your leadership should be proactive in making sure that they are not complicit in allowing this to happen. To combat workplace sabotage, organizations must implement proactive measures. Preventing conflicts in the workplace is as crucial as resolving them. Organizations can achieve this by creating a positive workplace culture that encourages teamwork, trust, and inclusivity, helping employees feel valued and reducing misunderstandings and disputes. Recognizing achievements and fostering camaraderie through team-building activities can further enhance this positive environment. Additionally, providing conflict management training equips employees with skills in communication, negotiation, and emotional intelligence, enabling them to address and resolve conflicts constructively. Such training promotes active listening and empathy, helping employees engage in productive conversations and prevent conflicts from escalating.
Open communication is crucial, encouraging open and honest dialogue about workplace dynamics and conflicts to identify and address sabotage early. Diversity and inclusion initiatives are essential to foster a culture of diversity and inclusion, reducing biases and creating a supportive environment for people of color. Clear policies on acceptable behavior and conflict resolution procedures should be established and enforced. Support systems, such as mentorship programs, should be created to help people of color navigate workplace challenges and build strong professional networks.
Conclusion
Workplace sabotage can significantly hinder the productivity and well-being of employees, particularly people of color who may already face systemic biases and discrimination. By understanding the unique challenges they face and implementing effective strategies to address and prevent sabotage, organizations can create a more inclusive and productive work environment. Open communication, supportive management, and a commitment to diversity and inclusion are key to fostering a harmonious workplace where all employees can thrive. I learned much through my many years of professional experience, but there are many things that as I continue to reflect on this career that I now realize that I still have opportunities to grow. Experiences in the context of workplace sabotage is just one of them.
The word from the Pope 