Breaking The Cycle of Self-Sabotage

As a manager, it’s easy to unknowingly stand in your own way. Often, self-sabotaging behaviours are subtle, making them difficult to recognise

CREDIT: This is an edited version of an article that originally appeared in Better Up

You may experience setbacks in achieving professional goals or find that certain patterns of behaviour are preventing progress. Whether it’s a fear of delegating, getting caught up in micromanaging, or avoiding difficult conversations, these actions hinder both your success and your team’s growth. The key to overcoming self-sabotage is awareness – by recognising these patterns, you can begin to shift your approach, making positive changes that lead to better leadership and productivity.

At work, common signs include refusing to ask for help, either due to pride or fear of burdening others, which can prevent you from getting the support needed for success. Another form is controlling or micromanaging behaviour, which, while intended to ensure quality, can hinder team growth and create unnecessary stress. Setting goals that are too low or too high can also be a form of self-sabotage – either leading to stagnation or burnout.

Moderation

People who struggle with moderation often face challenges when it comes to setting boundaries. In the workplace, this behaviour might manifest as people-pleasing – saying “yes” to too many projects, tasks, or requests from colleagues. While it may seem like a strong work ethic, it often leads to burnout and neglect of important responsibilities. This tendency can also appear as overworking, where an individual continually takes on extra tasks or works long hours to meet expectations, even if it’s unsustainable.

Another common scenario could involve over-committing to meetings or taking on tasks outside of one’s core responsibilities to please others or gain approval, ultimately leading to a lack of focus and declining quality of work.

Procrastination

Procrastination is something everyone experiences from time to time, particularly when faced with tasks or projects we’d rather avoid. However, habitual procrastination can often be a sign of deeper issues, such as a lack of self-confidence. By delaying responsibilities, individuals prevent themselves from having enough time and resources to produce their best work. In the workplace, this might look like continually postponing a crucial report or avoiding a presentation you’ve been assigned, even though you know it’s coming up.

For many, procrastination is closely linked with perfectionism. Employees who struggle with perfectionism often avoid starting a task because they feel they won’t be able to execute it flawlessly. For example, a manager may delay beginning a major project plan, thinking that they must have every detail perfect before taking the first step, or a team member may avoid drafting a proposal because they’re worried it won’t meet their high standards.

Perfectionism

Perfectionists tend to struggle with getting started on tasks, as they may feel overwhelmed by the need to execute every detail flawlessly. For example, a team member might delay starting a presentation because they’re worried about getting every slide perfect, even though the core content is ready. When they do finally begin, their obsession with minute details can prevent them from completing the task, leaving them with unfinished projects and unnecessary stress.

Another common challenge for perfectionists is all-or-nothing thinking. They may believe that if they can’t do something perfectly, it’s not worth doing at all. This mindset can lead them to avoid opportunities for growth or new projects.

As a manager, cultivating self-awareness and shifting these patterns can lead to a more balanced and productive work environment. Small steps to break the self-sabotage cycle will not only enhance your own performance but also inspire those you lead to achieve their best.