I'm in a somewhat tricky situation and not sure how to navigate it.
A few months ago I took over a small IT team. I've been receiving very good feedback. However, the cost of that is me working extremely long hours.
Let me explain.
Management's expectations are very high and I'm working with just one person.
This person, let's call him Mark, used to work in a very independent way. My predecessor warned me that they like to "be forgotten", have their very small area they are responsible for and not be asked for more or to communicate.
(My predecessor was fired since they didn't deliver results. They had a bigger team of around 4 people so Mark was able to "disappear in the crowd". I was employed to make everything better. At the same time, I have fewer resources, just Mark.)
At the beginning I was giving Mark a lot of freedom. I asked him if he wanted to be responsible for the whole topic he worked on before. His response was very positive. However, when I asked him every week about progress, it was minimal or null. I organized workshops to discuss with him our vision. I sent him a list of things that needed to change. I did much more. He completely ignored that. He has always protested against me giving him more work (I honestly didn't and don't know what he does 40h/week given he has hardly any responsibilities).
I then started to send minutes after our 1:1s, but that's a bit difficult too. I write Task 1 hasn't been finished. He replies: "Actually I've finished it although I know not as well as you would expect" (what he means that I wrote him to do A using B and considering C, he just did C).
I was patient during my first 2 months, but then "had a talk" with him, afterwards also with HR and him. He admitted that he liked working independently and deciding himself what he should be working on but said he wanted to work on that.
A few weeks later, I'm still doing his job and don't know what he's doing 90% of his time. He frequently picks himself tasks and does them. The problem is these are things that aren't needed at all and will never be used. But hey, at least he has a hobby I guess.
I've tried organizing him training on the elements he didn't seem to understand. I even proposed that we record them, so he has a reference material for the future. We did. And then when he was expected to use these skills directly after the "training" he absolutely didn't. My time was wasted.
At the same time the guy had a good opinion before joining then my predecessor's team a year ago (he did a different type of job in his old position). And when I talk to my managers they say he has a solid reputation.
His job before he joined our team was completely different (non-IT). He likes doing what he did in his previous position. Actually, when we were still on good terms, I asked him about his career goals and he told me he didn't see himself as an IT person and would like to do what he did before. He then retracted because there are no positions open in his old team, so leaving us would mean leaving the company.
At the current point I feel lost. I feel bad expecting anything from Mark, as if I was bullying him. On the other hand, almost nothing he does is usable and I work till midnight to correct our deliverables. If I don't deliver I will probably be fired.