Everyone has things they do well, and things they don't.
We can all improve, if properly motivated and trained.

To move forward effectively, an organization needs a proper vehicle (business idea), and once you have it pointed in the right direction (your goal), you need the right people on the bus, and you need them in the right seat. The first question is -- Is this person on the right bus? Is this
vehicle taking him somewhere he wants to go? The second question is -- what can he contribute to reaching our goal? Is he in the right seat on the bus? If he is just learning how to read maps, and you need a navigator -- you have a problem -- unless he can work with someone
who can mentor him in the essential skills. Clear communication about what the group needs and wants, proper role assignments, and basic training are funtions of leadership. It sounds like your assumptions could be part of the problem, Is the expectation and job description clear? Is he to be in the mechanic's seat or the navigator's seat? Or, someplace else on the bus? Given his existing skillsets (verbal), is there another position he could better fill if you found someone to handle the things you need done that he is not performing well? Ignoring the issue, as you
have noticed, is not an effective strategy, and you are asking the right question -- 'How can I become a more effective leader, and get my team to play at a higher level?'
Sounds like you may need another player or two on the team, and to revisit the current role (seat) assignments in light of the skill levels of your players and your organization's ability to coach them to play at the level you enjoy playing at. People learn amazingly quickly when
they are SHOWN how to do something, but it may take the same person a lifetime to figure it out on their own. Showing each other better ways of doing things, and cultivating their success, is a big part of leadership.

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