No one likes to pick their colleague’s slack, especially of someone who takes long lunch breaks, scrolls Instagram all day, unashamedly misses their deadline and doesn’t give their cent percent to a project.

As a matter of fact, ninety-three percent of people who work on a team do so with at least one person who doesn’t do his or her share of the work.

Now if your job is suffering because of you coworker’s behaviour, then what should be the best course of action? Let’s find out.

Opt to Converse Rather Than Confront

When this becomes a common occurrence and your work is affected by your coworker’s behaviour, it is time to speak up without adopting an accusatory tone. Also, if you’re not the boss, then blatantly telling a colleague to get to work isn’t advised.

In such a scenario, you could directly tell the person that their missed deadline put a client’s deal in jeopardy, or that their early departures led you to work overtime at the office. Make sure you keep the dialogue positive and forward-looking.

Use statements like “I’m worried if we don’t send out these emails in time, we would lose customers.” Strategically communicate so your comments feel less confrontational and more “I need you, how can we fix this together?” This direct approach is likely to do the trick.

Put Yourself in Their Shoes

Collaborating with a coworker who isn’t fully engaged can be frustrating. Instead of getting upset and making quick decisions, it’s essential to find out what’s behind their behavior. Not putting in effort doesn’t always mean they are lazy. They might be stuck on a concept, unclear about a project, or feeling swamped by too much work. They could also be dealing with personal problems or having a hard time learning a new skill.

If you notice your coworker looking at their computer all day without getting much done, it’s a good idea to offer your help in a professional way. See if there’s a way you can lighten their load. This doesn’t mean doing their work for them. You might share some productivity tips, listen to them, or provide guidance and feedback. This kind of support might be just what they need to feel encouraged and get back on track.

Recognise What Motivates Them

According to the New York Times bestseller Gretchen Rubin, people respond to rules in four different ways and fall into one of these personality types:

  • The Upholder is someone who “accepts rules, whether from outside or inside.” They tend to they react well to schedules and to-do-lists.
  • The Questioner, as the name implies, “questions rules and accepts them only if they make sense. They may choose to follow the rules, or not, according to their judgment.” This person wakes up thinking, “What needs to get done today?”
  • The Rebel is an individual who “flouts rules, from outside or inside. They resist control.” This person wakes up in the morning thinking, “What do I want to do today?”
  • The Obliger is a person who “accepts outside rules, but doesn’t like to adopt self-imposed rules.” As the name implies, they’re focused on what is expected of them.

Before you approach a person, you need to understand what kind of individual you are dealing with. If your colleague, for instance, is a “rebel”, micromanaging or issuing orders won’t be effective. If you’re dealing with a “Questioner,” you could give them a solid reason why their contribution is needed. The way you phrase a request can actually make all the difference.