Q I work for a large organization, interviewing employees about their commitment to the mission. I have been in this role for five years and love the work. The problem is the videographer I am forced to work with, who pretty much lacks emotional intelligence. This is a “diversity” issue because he is “on the spectrum.”

I get good interviews because I can put people at ease quickly. He does the opposite, and I constantly have to do damage control. He was so rude on assignment at a remote site that the department told him to leave and never come back.

Then there is the quality of his work. He makes requests such as “Don’t move your head when you talk” or “Keep your tone of voice even” to make his editing work easier or because he doesn’t know how to handle a situation. He will even obstruct a project if he suspects it’s beyond his abilities. A videographer at the executive level recently acknowledged picking up projects when he proved not competent to complete them.

I have brought these issues to the attention of his manager as well as the department manager, but they just say, “He’s trying” or “He’s taking emotional intelligence classes.” What might be a good way to get leaders to take this seriously?

— Anonymous

A This videographer sounds like a handful. And though I have lots of empathy for people who are socially awkward — whether having been diagnosed with autism or not — neurodivergence is never an excuse for repeated rude or bad behavior. In fact, this seems less of an issue of emotional intelligence or personality diversity than just plain obnoxiousness, obstinance and entitlement.

But here’s the thing: This guy is obviously a lost cause, which is to say that this has reached a point where his managers need to intervene and rectify this situation, and not just by having him take classes in emotional intelligence.

You say that a person at a remote site told him to leave and never come back. Another employee — and at the executive level, no less! — has been made well aware of his incompetence. And yet … and yet. Nothing?

You also say that you’ve brought this employee’s behavioral issues to the attention of his manager and a department manager. So why aren’t they intervening?

I have to think that his managers are covering for him for some reason — a reason you and I will probably never understand — and so I’d suggest that, if you haven’t already, begin documenting instances of his obnoxious behavior and their effect on other employees. (This last bit is crucial.) Then send this list to your manager and his/her manager. And if that doesn’t work? Get HR involved. It’s important that you make it clear to everyone you approach that this is not because of a personal dislike of your colleague but concern about his behavior’s effect on the others around him — not to mention the actual quality of his work.

Stress to HR that your (and the videographer’s) job is to document your colleagues’ belief in, and loyalty to, the mission of the organization you both work for, and that his behavior suggests anything but commitment. In fact, it undermines what you’re trying to document in the first place. I wish you luck.

Anna Holmes is a write and editor whose work has appeared in publications including the New York Times, Washington Post and The New Yorker.