Dear Bob ... There's a manager who works for me who seems to think his job is to get the work done just barely well enough to be a starting point for my review. Whether it's a business case or a design, I get something that looks enough like a final solution to go on, but certainly not something polished enough to consider a finished piece of work. I shouldn't even have to look at all of this stuff, but I have t Dear Bob …There’s a manager who works for me who seems to think his job is to get the work done just barely well enough to be a starting point for my review. Whether it’s a business case or a design, I get something that looks enough like a final solution to go on, but certainly not something polished enough to consider a finished piece of work.I shouldn’t even have to look at all of this stuff, but I have to, because if it went out as is, it would reflect poorly on me and the whole department. Your thoughts?– Unwilling reviewerDear Unwilling … I’ll bet the answer was obvious to you when you wrote your letter: Find a different manager who understands what it means to get the job done, not just to get it started.But let’s imagine that for some reason you think this guy is salvageable and worth the effort to do so. How do you handle it?My best advice is this: On his next several assignments, give him twice the normal time. Only this time, when he gives you substandard work, don’t redo it for him. Instead, highlight where it isn’t up to your standards, explain why it isn’t up to your standards, but don’t show him what would be up to your standards. For example, if he included a long, rambling sentence in a report, you’re probably in the habit of re-writing it for him, then asking if he understands why your version is better. Don’t do this anymore. Underline it and say, “Long, rambling sentence.” And make it clear he has to figure it out – if he can’t, you will replace him with someone who can.The same holds true for more significant lapses. If his logic is poor, write “Unconvincing – needs more facts and tighter reasoning” in the margin. The key is to not let him off the hook due to time pressure, or just because he’s better at the game of “pass the monkey” than you are.– Bob ——– Technology Industry