When you inherit an underperformer that you can’t replace or hold fully accountable, you can end up owning results without having the authority to fix the underlying problem. Trying to compensate by doing their work yourself will drain your capacity. Instead, get clear about your constraints and be deliberate about where you intervene.
Identify the constraint. Confirm that the person is genuinely protected, rather than simply difficult to manage. Raise their broader performance pattern with leadership and observe what happens. If standards remain uneven, identify exactly what is protecting the employee.
Test leadership’s support. Ask the leader protecting the underperformer to publicly back one narrow, concrete performance expectation. Their response will show you whether meaningful accountability is possible.
Redistribute critical work. Giving more people authority will ensure a project moves forward while reducing dependence on the underperformer. Use group check-ins to create visibility and accountability.
Decide what you’ll carry. Step in when inaction creates serious risk, but set limits so you don’t become a permanent safety net. Be clear with your own manager about what you’re covering, why, for how long, and what you’re deprioritizing as a result.
Hold the line. Keep expectations clear for everyone. Acknowledge frustration without defending unequal treatment, and consistently reinforce the standards you expect your team to follow. While you can’t control the unfair situation, you can establish a fair process.
