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Are you his supervisor? If so, it's time for some written evaluation, documented goal setting, and creating benchmarks for acceptable performance. I went through this recently with a team member who I cared about but who wasn't up to performance standards for the role. The best thing you can do is to be honest with them about expectations and work with them to set documented goals together. And I mean explaining why certain timelines are important and then asking them what they feel is reasonable. They need to be directly involved in the goal setting process so that they have buy in but also so that if they don't meet them then there is nothing for them to argue against when it comes to accountability. The other piece of this is letting them know that if they are having trouble meeting the goals they need to address that with you early and not last minute so that you can help them prioritize their workload. Sometimes that means doing the thing that needs to get done and not the thing they want to do. If all this happens and you are still having the same issues then it's time for corrective action, and possibly termination. Hopefully it doesn't come to that, but if it does then you'll have the proper documentation to support that move. Save as much in writing as you can. Follow up conversations with emails restating agreements and goals. Save responses or excuses in a file along with dates. Keep it as objective and judgment free as possible. Sometimes you have to let folks fail on their own and be accountable for their actions.
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