a.k.a., managing the monkeys in your workplace › wp-content › uploads › 2013 › ... ·...

Effective Delegation a.k.a., Managing the Monkeys

in Your Workplace

Presented by:

Steve Urquhart

Orange County Clerk of Courts

It’s a jungle

out there!

If your last status meeting looked

anything like this …

… or if you can relate to this:

How is it possible that I

am working overtime and

still running out of time,

every day, while my team

goes home right on time

as if they don’t have

enough to do?

… then this session is for you!

Do you ever find yourself asking

Who’s actually in

charge around

this place?

Are you controlling events …

… or are events controlling you?

No matter how much I do …

Why is it that I’ve increased my efficiency,

but now I have more to do?

Wherever I go, hallway, elevator, parking

lot … even the restroom … my team

needs something from me!

I’m working overtime on things my team

needs from me before they can proceed

with their assigned tasks …

You need to be asking yourself …

Who’s got the monkey?

William Oncken, Jr.

… the tale of an

overburdened manager who

allows his employees to

delegate upward.

Be on the lookout for monkeys!

What is a monkey?

Monkeys are issues/actions that people

bring to you to solve.

The “monkey on your back” metaphor

describes issues, and the ownership of

issues.

Issues may be problems, tasks or other

items at work that you need to resolve.

They can come from just about anywhere,

without warning … and you have to

manage them!

Upward-leaping monkeys!

From a subordinate or team

member to their boss, project

manager, program manager, etc.

Downward-leaping monkeys!

From a higher-level manager, i.e.,

your boss …

Sideways-leaping monkeys!

Shifting peer-to-peer

In brief …

Six rules for managing monkeys

1. Monkeys should be fed or shot

2. Every monkey should have an assigned feeding time and a degree of initiative

3. The monkey population should be kept “manage-able” …

4. Monkeys should be fed by appointment only

5. Monkey feeding appointments may be rescheduled …

6. Monkeys shall be fed face to face …

“Case Study”

WHAT DO YOU NEED,

NEW GUY? I’M BUSY …

MEET “NEW GUY” …

HE JUST STARTED HERE

… AND HIS BOSS, THE

PROGRAM MANAGER

BOSS?

“Case Study”

I’M HAVING PROBLEMS

WITH THIS SPEC, CAN

YOU TAKE A LOOK AT IT?

KINDA BUSY RIGHT

NOW, LET ME GET

BACK TO YOU LATER

THURSDAY AFTERNOON, ABOUT 5:45 PM

“Case Study”

HEY, HAVE YOU HAD A

CHANCE TO LOOK OVER

THAT SPEC YET?

UM, NO. I’LL REVIEW IT

THIS WEEKEND AND

GET BACK TO YOU

FRIDAY MORNING, ABOUT 9:30 AM

“Case Study”

WHAT’S THE STATUS OF

THAT SPEC I GAVE YOU

TO LOOK AT LAST WEEK?

MONDAY MORNING, ABOUT 11:00 AM

KINDA BUSY RIGHT

NOW, LET ME GET

Do you ever find yourself asking

Who’s actually in

charge around

this place?

New mantra:

At no time while I am helping you will your problem become my problem. The instant your problem becomes mine, you will no longer have a problem. I cannot help someone who hasn't got a problem.

You may ask my help at any appointed time, and we will make a joint determination of what the next move will be and who will make it.

Some common symptoms of

ineffective monkey management …

You’re tempted to change your LinkedIn headline to Firefighter because you spend your day in “management by crisis” mode.

At the end of the work day, you’ve crossed nothing off on your To-Do list but you’ve hardly had a minute to spare.

Your briefcase, cell phone, or planner has to be surgically removed from your hand.

You find yourself heading straight for the produce section of your local supermarket because of a craving for bananas!

Monkeys should be fed or shot

No one likes a starving monkey. They tend to be very disagreeable and squeal and raise a ruckus. Monkeys must be fed periodically.

The problem (the monkey) must be dealt with between the manager and the employee with the problem on a regular basis. If the monkey can be shot (the problem solved quickly), then feeding times are not necessary.

Every monkey should have an

assigned feeding time …

After a feeding session, the manager

should select an appropriate time for the

next feeding and should have a number of

action steps for the employee to take.

… and a degree of initiative

5. Act on their own; routine reporting

4. Act, but advise at once

3. Recommend, then take resulting action

2. Ask what to do

1. Wait until told

Levels 1 and 2 are

the biggest sources

of monkeys!

The monkey population should be

kept “manage-able” … It should take 15 minutes (or less) to feed

a monkey

Managers should keep the list of

problems that are in various stages of

solution at a manageable number.

Monkeys should be fed by

appointment only Allowing employees to bring problems to

you on their timetable increases the

chances that the monkey will move from

the employee to the manager.

By setting specific times for addressing

the problem, managers empower

employees to make interim decisions

about the problem, and still report back.

Monkey feeding appointments may

be rescheduled … Either party, the manager or the team

member (subordinate), may reschedule a

feeding appointment for any reason, but it

must be scheduled to a specific time to

avoid losing track of the monkey.

Monkeys shall be fed face to face …

Holding feeding sessions via e-mail or memo transfers the monkey to the manager.

An employee can “pass the monkey” to the manager by simply requesting a response.

Feedings that take place in person or on the phone require the monkey to remain with the employee unless the manager takes an affirmative step to take it.

(or by telephone, but not in writing)

Rules that apply for all monkeys

1. Define the monkey: It must be fully described. That is, the next move must be known.

2. Assign the monkey: It must be fully owned. Whose monkey is it?

3. “Insure” the monkey: It must be insured, based on risk. What if you give an important project to someone who is not ready? How can you balance the personal growth of your people with acceptable risk to your own reputation and career.

4. Put the monkey on a schedule: It must be placed on a care and feeding schedule. When, where, and how do you follow up?

Some typical reasons not to

delegate? (a.k.a., excuses)

"Delegating would mean giving up power

and control."

"Delegating makes me nonessential."

"Delegating is not worth the time -- I can

do the job myself faster and better."

"I can't count on my team to handle this."

The Four Cs of getting comfortable

with delegating

Confidence. Be convinced that this person can do it. If not, use insurance policy: recommend, then act; or work with them not for them.

Clarify expectations and be reasonably sure your team members know what is to be done. Verify understanding by having them

Be Certain the person has sufficient resources--time, information, money, people, assistance, and authority--to do the work.

Don’t turn over Control until your are confident that the cost and timing and quantity and quality of the project will be acceptable. Have them get back to you with their work plan.

Delegation vs. abdication …

There are a few things that you should not

delegate:

Performance feedback

Disciplinary actions

Politically sensitive tasks

Confrontations arising from interpersonal

conflict

In Brief: Oncken’s Rules of

Monkey Management

1. Descriptions: The next moves are

specified.

2. Owners: The monkey is assigned to a

person.

3. Insurance: The risk is covered.

4. Care & Feeding: The time and place

for check-up/follow-up is specified.

Just don’t let this be you …

THANK YOU!

@workforce101

/in/steveurquhart

steveurquhart@gmail.com