The reality is that you need to micromanage the shitty ones. They need to be kept on track so that they were productive. I'm a lead as well and one of our deve

The reality is that you need to micromanage the shitty ones. They need to be kept on track so that they were productive. I'm a lead as well and one of our developers is a smart but scatterbrained programmer. She is a mess in terms of running a project and communicating with the rest of the company but if I give her a specific task, she does well. So what I did was insert myself in any meeting she was a part of, and talked with her several times a day to check in. When I see her going off course in a meeting, I will correct it, and if she says anything incomprehensible in a meeting, I will translate for the others. The good thing about this programmer is that she really wants to improve, so I give her very frank feedback. The feedbsck I orovide is along the lines of "you need to increase people's confidence in you, because right now it is low, we don't know if you can run a project on your own". She has gotten much better and a lot more productive, which I honestly believe is due to me. I don't take any credit for the work she does, and I constantly praise her in front of others, but I do know that without my micromanagement, she would not be nearly as productive as she is right now. If her productivity didn't imorove with my micromanagement, I would have fired her because the last thing we need is a drag on the team due to an unproductive member.