I also haven’t done a great job figuring out how to scope this project. Managing complaints from colleagues and coaching him through fires (often preventable) is really wearing me down. It is not fair to his colleagues that he is being held to no standard. What’s worse is that you’re not asking how to hold him accountable or create actionable consequences for his failures. Instead, you’re asking how you can further contort yourself to keep the chronic underperformer in his cosseted bubble of mediocrity.

Source: New York Times August 21, 2020 12:56 UTC