He's a talker, not a do-er, and he's figured out a way to half-ass things by being a good talker. If he needs to be a do-er, give feedback to that end. Be prepared for him to push back on it or try to go around you (by being a good talker).

Have a weekly meeting, ask him to update you on each project and remind you of the deadline at that meeting. He can make project timelines if that's not overkill.

Be his final editor on key work products. Don't worry too much about the rest. Spelling skills are in decline. Many people won't care.

Consider managing different individuals differently.

I have been at my new job for five months. The person I manage was there before I started, so I really want him to feel valued, but I’m having trouble figuring him out/how to manage him while also still proving myself as a new employee. Here’s what I’ve figured out about him so far:

- he’s very good at seeing the big picture
- he’s got very good judgement on strategy - he’s great to bounce ideas off of
- he’s good at taking the lead on operational projects that are on repeat
- he’s not great at paying attention to details (not reviewing his own work product, like mis-spelling)
- he’s not good at deadlines or completely following through quickly on important things, and makes excuses for not doing so

I’m the type to give someone projects and let them run with them, and I HATE micromanaging, but I’m having trouble doing that with him. And there’s a weird disconnect - he’s smart and strategic, and I feel like is capable of so much more if i could trust him to follow through efficiently, but he just hasn’t proven that.

Any advice on how to manage him in this situation?