You didn't choose them. But here you are.
Maybe they were once a solid performer who got promoted one level too far. Maybe someone handed you the team and said "good luck" under their breath. Or maybe they really wanted the job you just got.
Whatever the backstory, you're now responsible for a leader who isn't quite cutting it.
Here's how to handle it without losing your mind (or your team's respect).
Accept the Reality
Stop waiting for a dramatic turnaround. If someone is genuinely in the wrong role for their skill set, hoping they'll magically grow into it isn't a strategy.
What is a strategy is figuring out what they're actually capable of and building from there.
A great place to start is by creating a User's Manual together — a simple, honest document that captures how they work best, what they need, and where they need support.
Stabilize Before You Optimize
Before you think about getting more out of this person, focus on not losing more ground. Tailor your approach to the leader you have, not the one you wish you had.
That means investing time upfront in their decision-making process so small problems don't snowball. Help them recognize when to bring you in.
Encourage the basics too - rest, stress management, focus - because when someone is already stretched thin, burnout makes everything worse.
Play to Their Strengths
Every person on your team has something to offer. Your job is to find it and point them in that direction.
If this leader is a stronger individual contributor than a people manager, adjust their responsibilities to reflect that.
Check in regularly, co-create plans for managing their workload, and keep the feedback loop short and consistent.
Redistribute the Load
Some of their responsibilities may need to find a new home, at least for now. Look for tasks that can be shifted to other team members or timelines that can be adjusted.
This isn't about dumping work elsewhere; it's about keeping your team's momentum while you work the longer game.
Be Specific (Not Just Clear)
Vague direction is the enemy here. The more specific and concrete your instructions, the less room there is for misinterpretation.
Follow up. Ask guiding questions if something comes back unclear. Don't assume understanding. Confirm it.
It takes a bit more time upfront, but it saves you from cleaning up messes later.
Bring in Backup
You don't have to carry this alone. If supporting this leader is stretching your capacity, bring in an executive coach, a consultant, or a trusted colleague who can share the load.
There's no award for going it solo. Getting the right support in place is smart leadership, not a sign of weakness.
Keep the Bigger Picture in View
With the right support, adjusted expectations, and a role that fits their actual strengths, this person may still have a meaningful contribution to make.
Managing them well protects your team's performance and sends a message to everyone watching that you lead with both accountability and care.
You didn't choose this situation, but how you lead through it is completely up to you.
