I agree… but also in reference to what Dane said – if the behavior is tolerated there may have been previous agreements about what the person could do to which you are not privy.  It all sounds very odd. 

I’d just do my work, whatever needs to be done, and not include this individual in any major way.  I hope she isn’t a major player in the operation. I think she abdicates her role due to her unreliability.

Candace Perry

 

 

 

I think you probably should go ahead with this meeting. Not every person can attend every meeting, of course. There may well be other meetings that you will also have to proceed on without her. Just be very sure to keep copies of your multiple attempts to schedule and reschedule any meetings to include this person, so it is clear that you have bent over backwards to include her (I hope you are doing this via email or in print somehow, so you can easily document this, or at least make a note in your calendar). Keep records of her confirming that she will attend a meeting, and then cancelling at the last minute. Also, make sure to take some kind of notes or minutes for any meetings to do with this project. Do this for all meetings, whether she attends or not. If she misses a meeting you will be able pass on the minutes to her, and you will also have a good record on what is accomplished in any meetings, which is probably useful to have anyway. When you pass on the minutes to her, be sure to offer to get together with her individually if she needs clarification on anything in the minutes or that was discussed in the meeting she missed.

 

You can try talking to your interim supervisor, especially if this interim person will be in charge for some months (keep a record of it if you do.) Once your regular supervisor returns, then try what Dane Pollei suggests – meet with the regular supervisor and say what you have done so far on the project, and note the impediments that have come up that are causing problems in completing it in a timely way. Ask for help/advice. Just be sure to document/take notes on any meetings either with the problem person or about the problem person.  Document, document, document the problem, basically. The more documentation you have – on the problems with meetings, on her erratic attendance, etc., the better chance you have of some action.