A Merging of Two Classics

2. A Merging of Two Classics “The One-Minute Manager” Philosophy Meets “Who’s Got the Monkey!”

3. The One Minute Manager Philosophy Empower people to perform Set concrete goals Catch people doing something right Give feedback promptly

4. Who’s Got the Monkey? Classic article from Harvard Business Review - 1968 Most reprinted article in HBR history Identifies tasks that are ‘delegated up” to the boss by his/her subordinates

5. The Story Young manager having trouble with his department Not enough hours in his day Working nights and weekends Staff productivity declining Manager’s superiors becoming concerned about performance

6. The Solution Too many Monkeys! Monkeys are jumping on your back in the hall, at lunch, in your office Identify monkeys and keep them off your back End bottlenecks at your desk Let staff care for their own monkeys

7. What’s a Monkey? A monkey is the next move.

8. Identifying Monkeys “Boss, we have a problem.” “I can’t get that department to cooperate, could you talk to them for me?” “I’m not sure what to do next, could you take a look at what I’ve done so far?” “You know more about this customer than I do.”

9. Identifying Monkeys Every Monkey has two parties involved. One to work it and one to supervise it. As soon as you agree to review it, follow it, decide it, or fix it, you just became the one working the monkey.

10. Returning the Monkeys Your staff isn’t the source of your problems, they are the solution to them Look at your “to do” list. How many monkeys can you give back to their rightful owners? The more you get rid of your people’s monkeys, the more time you have for your people.

11. Returning the Monkeys “You do need a complete job description, why don’t you draft one for my review.” “I understand that you don’t have all the technical expertise you’d like. Try writing the specs based on what you know, and tell me where you feel they may be weak.” “Talk to their people, and let me know what they say.”

12. Managing the Monkeys Just returning the monkeys isn’t enough Monkeys must be managed, or they will go wild. Monkey management must be planned, or they will jump on your back again at the next decision point.

13. The Four Rules of Monkey Management • Descriptions: The “next moves” are specified. • Owners: The monkey is assigned to a person • Insurance Policies: The risk is covered • Monkey feeding and check-up appointments: The time and place for follow-up is specified.

14. Rule 1: Descriptions The boss and the staff member shall not part company until the “next moves” have been specified.

15. Rule 1: Benefits Knowing that they will be assigned a ‘next move’ causes people to plan more carefully before bringing an issue to the boss. Describing a ‘next move’ biases the employee towards action.

16. Rule 1: Benefits • Describing the ‘next move’ gives a quadruple boost to motivation! • The issue and action are clarified • The first step is clearly defined • The task is reduced to a “bite-sized” piece • Focus is shifted to short-term action.

17. Rule 2: Assignment • All monkeys should be handled at the lowest level consistent with their welfare. • Your staff has more collective time and energy than you do! • They are closer to the problem. • Keeping monkeys out of your office allows you to help them more. • Only monkeys no one else can handle are yours.

18. Rule 2: Assignment • Develop a “straddle reflex.” • Whenever you hear the word “we,” the monkey has just put one foot on your back. Get him back where he belongs! • State plainly: “We can’t handle a problem. Either it’s your problem, or it’s my problem. Since I don’t go to you with my problems, I have to assume that it’s your problem we are discussing.”

19. Rule 2: Assignment If the employee can convince you that it’s your monkey, calmly take it from him. Don’t answer! If someone describes a problem and doesn’t offer a solution, be silent. Ask: “Is that the best answer you can come up with?” (frequently, they will say ‘no.’)

20. Rule 3: Insurance The dialogue between the boss and the employee shall not end until all monkeys have been insured.

21. Rule 3: Insurance • People make mistakes. The boss’ job is to keep them affordable mistakes. • Monkey Insurance • Recommend, then act. • Act, then advise

22. Rule 3: Insurance • Recommend, then act. • When the problem has high risk, the employee must check the solution with the boss before implementing • Act, then advise • If the risk is low, implement the solution and then let the boss know how it went.

23. Rule 3: Insurance • Let your people decide which level of insurance is required. Practice hands-off management as much as possible, and hands-on management as much as necessary.

24. Rule 4: Check-ups The dialogue between boss and staff member will not end until an appointment has been made for a check-up.

25. Rule 4: Check-ups Never let the company go down the drain for the sake of practicing good management. Make sure employees understand the appropriate level of insurance!

26. Rule 4: Check-ups Employee who seeks to pass monkeys to you- stretch out the check-up appointments Employee who seems to be in trouble- move up the check-up appointment. Nothing happening- move up the check-up appointment. (The employee usually won’t come to a schedule meeting to report that he hasn’t done anything.)

27. Rule 4: Check-ups Make the appointment concrete, put it on the schedule. Honor it. Check-ups are important! If you let it slide, you are opening up the corridor to conferences- where monkeys tend to jump around!

28. The Rules • Describe the monkey • Assign the monkey • Insure the monkey • Schedule the monkey’s check-up.

29. Delegating Assignment works for one monkey Assigning a whole family of monkeys is delegation Delegating is getting your subordinates to assign monkeys to their people.

30. Delegating Criteria Your anxieties allow it. (The employee had demonstrated capability) The objective is clear to everyone The resources are available Quality is assured The employee is seeking to take the responsibility.

31. The Wisdom There are always more monkeys than there is time to manage them. Success in business and in life depends on choosing which ones you will let ride on your back!