I’m Sick of Having to Do My Incompetent Colleague’s Work’!!!
By Alison Green, the Cut’s workplace-advice columnist
Photo-Illustration: by The Cut; Photos: Getty Images
You are a workplace advice columnist and this person has written in looking for
guidance. Please read the scenario below and answer the questions at the end as if you
were an advice columnist.
*******
HELP!
A few months ago, I left a senior-level job in a prestigious but dysfunctional industry for
a role at a nonprofit. It was a lateral move salary-wise, but a huge upgrade in benefits
and work-life balance; my workload is a fraction of what it was, and I have a fantastic
boss, Joe. My mental health is better than it’s ever been, I have time for personal
projects outside of work, and I’m getting great feedback. I can see myself staying here
for a long time.
My only complaint is about one of my co-workers, Ronald, who started a few weeks
after I did. We’re in different departments and report to different managers, but the
nature of our work means we frequently have to collaborate, and it has become a
nightmare.
(I will also admit that some of my personal dislike of Ronald comes from an incident
where he referred to me as “Joe’s assistant” in front of a number of our co-workers — I
am not an assistant, and I outrank Ronald. Joe did a great job handling this, but that
turned my feelings about Ronald from bemused to actively annoyed.)
Lately, as Ronald’s sloppiness and incompetence have become more pronounced, I’ve
noticed that his manager, Kate, has been coming directly to me for insight on projects
that are his responsibility. More than once I’ve ended up having to work late in order to
ensure these extra assignments are finished and corrected on time, and I’m frequently
roped into his tasks because he can’t be trusted to handle them on his own. Joe and I
are both having to spend days working on these projects when we shouldn’t have to,
and it’s extremely frustrating.
I believe there’s a shared understanding on our team that Ronald is incompetent, so I
don’t think I need to speak up. But I would desperately like to implement some
processes to reduce (or ideally eliminate) the need for Joe and me to be involved in
these projects for days on end. However … a lot of the fixes will just add to the
additional work that is not part of my job, and means I’ll spend a lot more time
(indirectly) reporting to Kate rather than Joe.
If Ronald leaves (or is fired), I also worry that some aspects of his job will fall to me
because I’ve demonstrated proficiency in those areas. It’s already kind of happening.
But I don’t want Ronald’s job! I took my job for a reason (in part to recover from
burnout), and unless I’m getting paid a lot more I have no interest in being tasked with
his duties. (Maybe not even then.)
I would love to continue to grow within the organization as part of Joe’s team. In an ideal
world I’d be able to collaborate with the person in Ronald’s role. I’d hope my willingness
to pitch in to resolve these issues would reflect well on me … but I’d rather not have to
pitch in at all. How would you suggest I navigate this situation?
Questions:
1. From the point of view of the columnist, describe what kind of CVF culture this
person is dealing with, and explain the kinds of communication, management,
and even conflicts she is likely to see as a result.
2. Taking an assigned quadrant viewpoint , give her two things she can do – things
that are in her control. Make sure you spell out how this assigned quadrant views
conflict, management, and even change.
a. Clan – last name A-D
b. Hierarchy last name – E-L
c. Market last name M-R
d. Adhocracy S-Z
3. Long term, would you suggest she look for another position? Why or why not?