How to Handle a "Protected" Underperformer

I've been seeing this a lot in the classrooms I've been in: a manager has a team member who is underperforming (for various reasons, in various ways) and they address it, but nothing changes. They address it again, maybe this time with some consequences (like "we'll have a more serious conversation about this if it continues"), and it continues. They have the serious conversation, and it still continues. Morale is starting to tank because the rest of the team sees them getting away with it, and the manager is frustrated.

The manager goes to their manager and shows them the documentation surrounding the multiple times they've given the same feedback. Or the manager makes the business case for replacing them (e.g., "here's $Xk a month being paid for only Y% of the job being done"). Or they've gone to HR to make their case. Or, or, or...

The result? The senior manager says, "Let them ride it out until retirement. It's only two years." Or the senior manager says, "That's just the way they are. Work around them." Or the senior manager says, "We can't fire them! They have a drinking problem and getting fired would kill them!" (Yes, I've heard that one.)

What is the manager to do?!?!?

Since I've heard this so much, I asked AI what it would suggest. (Because why not?)

Gemini encourages managers to "Audit the 'Ignore' Directive," essentially making sure you know what your manager actually means. That might sound like, "I want to make sure I’m aligned with your vision. When you say 'ignore it,' is that because there are larger organizational changes coming, or is there a specific reason we aren't pursuing a performance plan right now?"

ChatGPT encourages managers to document everything (which I also support), reminding managers that you're "not building a case against the employee—you’re protecting yourself and the team."

And Claude wanted me to buy a subscription, so I'm ignoring its advice.

AI has some great ideas (especially ChatGPT) about what you can do in this situation. But my advice, though, especially when things have gotten this far, is to consider how successful you can be in this organization. Can you ride out two more years of this? Can your team? And will it be worth it?

If you're in this situation, check with AI and then give me a call. I'm happy to talk you through options.