The One Minute Manager Meets the Monkey

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Problems arise when the manager takes over responsibility for the ‘Monkey’ which effectively makes him/her the worker and turns the subordinate into a supervisor. Rule 1. Describe the Monkey: the dialog must not end until appropriate “next moves” have been identified and specified. One simple idea can set you free: Don't take on a problem if it isn't yours! One of the most liberating books in the extraordinary One Minute Manager Library teaches managers an unforgettable lesson: how to have time to do what they want and need to do. urn:oclc:221964447 Scandate 20091216132219 Scanner scribe4.nyc.archive.org Scanningcenter nyc Source In their remaining conversation they go over further examples and our manager starts to reflect on his actions and how he eventually even facilitated all this. As a response, The One Minute manager describes another important thing:

The whole ethos is “Don’t take on a problem if it isn’t yours.” Step by step, the book reveals how managers can free themselves from doing everyone else’s job and ensure every problem is handled by the right person. A boss and staff member shall not part company until appropriate “next moves” have been identified and specified. It’s tough to work for a nervous boss, especially if you are the one who’s making your boss nervous.Ultimately The One Minute Manager Meets the Monkey is a time-management tool; so often I find leadership teams are working longer hours and harder than the the rest of the company, because they are taking on everyone else’s work as well as their own. The monkey in the book’s title refers to this exact phenomenon. The monkey is whatever the “next move” is on a project or problem, it’s not the problem itself. Business owners must carefully define the roles and responsibilities of the company, hand these jobs to the right person and have the confidence not to jump in or micromanage every task. In Onken’s Rules of Monkey Management, the One Minute Manager details exactly how this liberation can take place with elegance, simplicity and most importantly, peace of mind for the manager. Why is it that some managers are typically running out of time, while their staff is running out of work?

For every ‘Monkey’ there are two people involved, one to perform the next move (usually the subordinate) and one to supervise it (usually the manager). Are you trying to give the monkey to me? Was a question that became popular among middlemanagers that had been on a organisation prescribed training during the early years of the 21th century. It was actually a derogatory way of speaking of problems that people came bringing to your office in hopes of leaving them in your care to solve them. Nobody wins when you take care of other people’s monkeys. You become a hassled manager and don’t feel very good about yourself. And you have workers who look to satisfy their needs elsewhere, because they feel underutilized and unappreciated. They often become dependent upon the boss. The care and feeding of other people’s monkeys is the ultimate lose/lose deal. As a first step, he approaches his boss and tells her about his situation and the fact that he constantly has to do the job of his subordinates too.My interpretation: Take a meeting for example. How often did it happen that you attended a meeting where you discussed a topic at length but no next steps where formulated at the end of it. You left not knowing what to do next. Yes, this is why you should always question the next moves and not leave such meetings before they are agreed on. The One Minute Manager disagrees and explains that an indispensable manager might be more harmful than valuable, especially when they become an impediment to the work of others. Owners – ‘The monkey is assigned to a person. All monkeys shall be owned and handled at the lowest organizational level consistent with their welfare. The dialog between boss and staff member must not end until ownership of each monkey is assigned to a person.’ People take better care of things they own than things they don’t. The dialogue between boss and staff member shall not end until all monkeys have been insured, giving the staff member the authority and freedom to handle their monkey. While our new manager is skeptical about it at first, The One Minute Manager lets him know that this seminar is different because it does not teach you to do the things right, but to do the right things! Or, in the words of The One Minute Manager, it teaches you:

Rule 2. Assign the monkey: all monkeys shall be owned and handled at the lowest organizational level consistent with their welfare. Descriptions – The dialog must not end until appropriate ‘next moves’ have been identified and specified. Years ago, I had read The One Minute Manager and thought it was good but hadn't thought about it in years. Then, one day, I was in a meeting when one of my peers mentions this book about monkeys and I was like what? Whatever. Honestly, I didn't really think much about it since I had read the first one, thought it must have been the same book and kind of dismissed it. As one of his responses, The One Minute Manager tells our new manager that he is a victim of a fundamental management dilemma: The other day, I was talking with a tech entrepreneur and asked him “What are the biggest challenges you face in your business?

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a. Boss-imposed– Golden Rule Management = Those who have the gold make the rules. Always do what your boss wants. If you don’t like what your boss wants, change what your boss wants, but always do what your boss wants. Reduce by figuring out how to do work in a way that increases the boss’s confidence. In short, our new manager starts to realize how self-inflicted his problem is and The One Minute Manager gives it a name