Manager hesitates to criticize high-performing employee who refuses to document work: 'The rest of the team is stuck'

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  • A male employee looks over his shoulder and smiles while working on his laptop
  • How do you handle an employee who refuses to document anything?

    I have a senior IC on my team who is technically excellent. They solve problems no one else can and clients love them. But they absolutely will not document anything. No process notes, no ticket updates, no handoff docs. They say it slows them down and that people should just ask them directly.
  • The problem is that creates a bus factor of one. When they take time off or get pulled onto something urgent, the rest of the team is stuck. I have tried explaining the business case, framing it as knowledge sharing not busy work, even sitting with them to start a template. Nothing sticks. They nod and then just don't do it.
  • A man works on a laptop with Post-It notes stuck to it, with two people talking in the blurred background
  • I am hesitant to put this in a formal PIP because they genuinely deliver on their core work. But I also know this is not sustainable. Other team members are starting to notice and I can feel resentment building.
  • Has anyone successfully turned around an employee like this without losing them? What actually worked? I am open to creative solutions or non- obvious approaches. At this point I just want the information out of their head and into a shared space so the rest of us can breathe when they are out.
  • A man works on a laptop with Post-It notes stuck to it, with multiple people talking in the blurred background
  • interactivate I am hesitant to put this in a formal PIP because they genuinely deliver on their core work. You've fallen into the trap they've set. Documentation is part of the core work. If they're not delivering on this, they are not delivering.
  • That said, they might be doing this because they are paranoid about being kicked to the kerb as soon as they can't hold everyone to ransom with the IP that's trapped in their head. In their eyes they are just protecting themselves.
  • Sopwith Turtle I don't know what field this is, but for us documentation (lab notebooks, technical reports, process write-ups) is core work - if it's not done, the work isn't complete. Ticket updates and handoff docs in particular seem essential here. As someone who suffers from writer's block I
  • empathize with your employee, but pretty early in my career my manager sat me down and told me that this was a major gap, and I had to work on it. I blocked off time every week for documentation, and forced myself to do it.
  • I can't stand most uses of Al, but if you can integrate it in your workflow so it can turn bullet points and in-process notes (or call transcripts, or even voice recordings) into documentation, it might be really useful at overcoming that "I can't be bothered to sit down and write it out" hurdle.
  • Lyx4088 If you don't want to PIP, you make it painful. Shadow him for a week. Sit down and watch what he does and ask why questions at each step and then tell him to document his answer. You'll slow him down so much he'll take the easier out of just doing what he is
  • supposed to do. Give him a different team member every day for a week. They'll learn things and he'll figure out how to document.
  • Damian_104 If he's worried about becoming replaceable good companies don't fire their best problem solver just because they started writing things down. The real risk is the opposite. He'll get pinged on vacation, interrupted constantly, never fully off. "Just ask me" sounds efficient until it means you're always on call.
  • Have him start with just the stuff people actually ask him about. Not everything. And honestly, throw the problem at Al — bullet points in, decent doc draft out, he just reviews. Way less painful than staring at a blank page.

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