Q: I'm frequently paired on projects with a guy who talks a good game but doesn't do much. How can I handle this so that I either get the recognition for doing all the work or don't have to carry the whole workload?

A: Keep your cool and think strategically to make this situation work.

The inner game

First, what insight do you have on the reasons you're being matched up with him? Think about how your boss might describe your co-worker's strengths and weaknesses, and then how he'd describe yours. There may well be a perception that, combined, you two bring the whole package. In that case, your task is to determine where you need to develop.

Another possibility is that your co-worker is asking to work with you. If so, there may be an impression out there that this pairing on projects is mutually agreeable. Consider any communication you've had with your boss (or whoever is making these assignments) about your preferences.

If it's probably inevitable that you'll keep working together, think about ways you could influence the details of the assignment. If you take on the less glamorous foundational aspects of a project and sign him up to be spokesman, then you're setting yourself up.

Finally, do a reality check on who is actually getting the credit. People are usually savvy about knowing who the freeloaders are and giving credit where it's due. You may actually find that you've earned some good reputation points.

The outer game

Let's assume that you're more of an introvert, inclined to let others speak up first. It might not be comfortable, but you're going to have to take a more active leadership stance.

This doesn't mean changing jobs into a management position. But it does mean that you take the lead in project updates, answering questions about project status, etc. Always be prepared, and if you don't have an immediate answer do a fast follow-up. People will then see you as the knowledgeable power on a project.

Get real with this co-worker on your perceptions of your working relationship. Maybe it's not a full retrospective on all past projects, but try this: when a new project comes along, say something like "in the past you've often missed deadlines and I've picked up the work. This causes a lot of work stress for me and I want to be sure this project will be different."

In designing a project plan, prioritize the effort. If there are two things that take about the same effort and one is essential, take that one on. Then, if the task that is secondary fails, the project will still be OK — and you won't have double work.

Be candid with your boss and ask for help in managing the situation if it continues. Especially if you've taken direct steps to work through it, management involvement may be appropriate. It's not throwing a colleague under the bus if you're trying to make things better.

The last word

It's hard to work with someone who doesn't do their share — stay positive but bring visibility to the issue so it can be resolved.

What challenges do you face at work? Send your questions to Liz Reyer, a credentialed coach and president of Reyer Coaching & Consulting in Eagan. She can be reached at liz@deliverchange.com.