1. Reassess the story status

First, I check what has already been completed in those two days.
Identify what’s pending, any blockers, and whether the work is partially usable.

2. Bring transparency to the team

I immediately inform the Scrum Master and team during the daily stand‑up.
Agile values transparency — hiding the issue only makes it worse.

3. Re‑distribute the work

We look at team capacity and see who can take over the remaining tasks.
Even if others are on priority tasks, we balance workload based on:
Skillset
Availability
Impact on sprint goals

4. Pair programming or knowledge sharing

If the story is complex, we may use:
Pair programming
Quick knowledge transfer
Reviewing the existing work to reduce ramp‑up time

5. Re‑evaluate sprint scope (if needed)

If the story is too large or risky to complete within the sprint:
We discuss with the Product Owner
Possibly split the story
Deliver a meaningful, shippable part
Move the remaining part to the next sprint

6. Maintain commitment to the client

The goal is to deliver what we committed, but not at the cost of quality.
We adjust scope intelligently rather than rushing and creating defects.

In summary, I would not try to be a hero and take on two 8-pointers alone; I would leverage the strength of the Agile team to swarm the most critical path item and manage expectations with stakeholders.