Updated September 2026: in 2018 I wrote about starting another bid with the same difficult delivery expert, after my trusted expert stepped away, and being given a helper who took everything easy. I have rewritten it into advice on working with a disengaged teammate.
After finishing a hard bid with the most difficult person I had worked with, I rested for a few days. Then a new bid arrived. I hoped my usual expert would be on it, but he had decided to focus on his own deliverables. I had to work with the difficult expert again. When I asked for help, I was given a team member who seemed unconcerned about the work and took every bid lightly. I was now working with two extremes: a rude, ego-driven expert and a colleague who barely engaged.
Why are some teammates disengaged?
Low interest in presales work, too many parallel tasks, unclear expectations, or simply a different view of what the job requires. Often nobody has told them what exactly is expected on this bid.
How do you get useful work from a disengaged teammate?
- Give a precise task: "Draft the transition plan slide by Wednesday noon" rather than "help with the deck".
- Explain why it matters: what the client will judge it on.
- Check in early: a quick look at a draft halfway saves rework.
- Acknowledge good work: in front of their manager when it happens.
When should you raise it with your manager?
If deadlines slip because tasks are not done. Stick to facts: what was asked, when, and what arrived. Managers can then decide whether to replace or coach the person.
How do you avoid doing everything yourself?
Doing it all feels faster in the moment but leaves you overloaded on every bid. Delegating clear pieces, even imperfectly, builds a team you can rely on later.
Can a difficult pairing still produce a good bid?
Yes, with clear roles and tight tracking. It is harder work, but the structure carries the bid when goodwill does not.
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