What do you think?
Rate this book
One Minute Manager
Der Minuten-Manager und der Klammer-Affe: Wie man lernt, sich nicht zuviel aufzuhalsen
Get that monkey off your back!Start with a monkey. It comes from your subordinates shifting their responsibility to you -- until you're working for them! How does the successful manager keep monkeys off his back? In this lively, provocative seminar, two of today's foremost consultants show * How to recognize monkeys before they land on your back * How to stop your subordinates from imposing unnecessary time demands on you * Why "an honest day's work for a fair day's pay" does not apply to managers * The real answer to the Manager's "where does all the time go?" * Why you should be on the golf course on Saturday instead of at the officeBe a smarter, tougher and better manager!Together and separately Kenneth Blanchard and William Oncken have trained and consulted with America's largest corporations. Now they bring their unique style and hard-hitting program to audio -- to help you take charge of your job and your life.
120 pages, Paperback
First published January 1, 1989
202 people are currently reading
4218 people want to read
About the author
Kenneth H. Blanchard
314 books1,851 followersKen Blanchard, one of the most influential leadership experts in the world, is the coauthor of the iconic bestseller, The One Minute Manager, and 60 other books whose combined sales total more than 21 million copies. His groundbreaking works have been translated into more than 27 languages and in 2005 he was inducted into Amazon’s Hall of Fame as one of the top 25 bestselling authors of all time.
Ken is also the cofounder and chief spiritual officer of The Ken Blanchard Companies®, an international management training and consulting firm that he and his wife, Margie Blanchard, began in 1979 in San Diego, California.
When he’s not writing or speaking, Ken also spends time teaching students in the Master of Science in Executive Leadership Program at the University of San Diego. Ken can be found at www.kenblanchard.com.
Ken is also the cofounder and chief spiritual officer of The Ken Blanchard Companies®, an international management training and consulting firm that he and his wife, Margie Blanchard, began in 1979 in San Diego, California.
When he’s not writing or speaking, Ken also spends time teaching students in the Master of Science in Executive Leadership Program at the University of San Diego. Ken can be found at www.kenblanchard.com.
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 30 of 344 reviews
February 18, 2025
When business books are given out at work, I dread the task ahead of me. Obviously the senior leadership of every company wants everyone on the same page and that's fine. But I still hate having to read something that takes me away from my own collection of books. I always explain to the other books that a business book is allowed to jump the queue because reading such a book allows me to keep a job which allows me to provide shelter for the books. I hope they understand.
This short volume was given to me years ago but I managed to delay reading it while at the organization because the leader who gave it to me was eliminated from his position. As Donovan once sang, "the organization ain't really organized". So the book ended up in my collection because I READ EVERYTHING (at some point) THAT IS GIVEN TO ME. Now I have finished it. I should get a steaming hot baked potato slathered with butter and chives for doing so.
What is this book about? How to delegate monkeys (aka problems) to others. I can do that. Listen, nod vigorously and then ask each employee what they would do. Assign the monkey, check on the monkey's status, define a completion schedule, and follow through with any postmortems. Bam. Done!
This book could have been written in a few pages, but then there wouldn't have been a book. In essence, Blanchard lays it out quite nicely. Many managers find themselves overwhelmed with work that really isn't their work. But if you are new to managing people and projects, it can be frustrating. He makes it so the reader can understand the process and keep to the standard. Not bad.
The more you get rid of your people's monkeys, the more time you have for your people.
And the more time you have for a steaming hot baked potato slathered with butter and chives.
Book Season = Year Round (set your monkey free)
This short volume was given to me years ago but I managed to delay reading it while at the organization because the leader who gave it to me was eliminated from his position. As Donovan once sang, "the organization ain't really organized". So the book ended up in my collection because I READ EVERYTHING (at some point) THAT IS GIVEN TO ME. Now I have finished it. I should get a steaming hot baked potato slathered with butter and chives for doing so.
What is this book about? How to delegate monkeys (aka problems) to others. I can do that. Listen, nod vigorously and then ask each employee what they would do. Assign the monkey, check on the monkey's status, define a completion schedule, and follow through with any postmortems. Bam. Done!
This book could have been written in a few pages, but then there wouldn't have been a book. In essence, Blanchard lays it out quite nicely. Many managers find themselves overwhelmed with work that really isn't their work. But if you are new to managing people and projects, it can be frustrating. He makes it so the reader can understand the process and keep to the standard. Not bad.
The more you get rid of your people's monkeys, the more time you have for your people.
And the more time you have for a steaming hot baked potato slathered with butter and chives.
Book Season = Year Round (set your monkey free)
October 5, 2014
TL;DR: identify delegation opportunities and delegate. Help your team members grow by giving them responsibility and use your time on problems that are yours.
But then again, why write two sentences when you could write an insufferably long book instead?
But then again, why write two sentences when you could write an insufferably long book instead?
March 25, 2011
Managers who use David Allen's "Getting Things Done" approach to managing their workflow will find this book instructive on how to use the same approach in managing employees.
The "monkey" in the title is defined as the "next move" and is separate from the project. Allen built on this with his "next action", the next step you can take toward completing a project that has no other steps before it. In "The One Minute Manager Meets the Monkey", Blanchard offers a system for getting those next moves made by the person at the lowest level in the organization who can carry them out. Doing this frees up discretionary time, which allows managers to build stronger relationships and unleash their employees' genius.
As with all of Blanchard's works, the principles are simple to understand but not easy to implement. To do that, you'll need to increase your character.
While it's clear that David Allen has read this book or is at least familiar with its ideas, a title from him that updates these ideas with the latest evidence-based management approaches wrapped in his Getting Things Done package would be welcome. While obviously useful for managers, I also plan to use the ideas as I care for my Grandma, someone who has diminishing capacities but still wants to feel useful.
The "monkey" in the title is defined as the "next move" and is separate from the project. Allen built on this with his "next action", the next step you can take toward completing a project that has no other steps before it. In "The One Minute Manager Meets the Monkey", Blanchard offers a system for getting those next moves made by the person at the lowest level in the organization who can carry them out. Doing this frees up discretionary time, which allows managers to build stronger relationships and unleash their employees' genius.
As with all of Blanchard's works, the principles are simple to understand but not easy to implement. To do that, you'll need to increase your character.
While it's clear that David Allen has read this book or is at least familiar with its ideas, a title from him that updates these ideas with the latest evidence-based management approaches wrapped in his Getting Things Done package would be welcome. While obviously useful for managers, I also plan to use the ideas as I care for my Grandma, someone who has diminishing capacities but still wants to feel useful.
July 24, 2020
Ако винаги сте на едно мнение с шефа си, един от двама ви е излишен!
June 19, 2023
Wspaniala, mądra lektura, nie tylko dla menadżerów. Wszystkie rady można przenieść także na grunt rodzinno-rodzicielski ;) uczmy sie dawać ludziom odpowiedzialność za ich czyny, nie uważajmy się za robiących wszystko najlepiej, bo zostaniemy z toną rzeczy na głowie, zmęczeni i sfrustrowani ....
January 3, 2014
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.
Then, a few weeks later something happens and I've got this issue and I need one of the execs to help me with it. At the end, the exec says something about monkeys and gives me a copy of the book. Oh, the Monkey book....I guess I needed it. So, I read it.
First off, I learned that the issue that led me to the exec was due to my holding onto a monkey that belonged to someone else, which I should have shrugged off and put on the appropriate person's back earlier. Second, I learned that in many interactions with my direct reports, my peers and my family there were a lot of monkeys that were being left behind that didn't belong to me and my keeping them neither helped them nor helped me.
Overall, although kind of silly, I enjoyed it. What I got from it was to stay focused on what I need to do and allow others to do what they need to do. To do otherwise is arrogant and foolish.
Then, a few weeks later something happens and I've got this issue and I need one of the execs to help me with it. At the end, the exec says something about monkeys and gives me a copy of the book. Oh, the Monkey book....I guess I needed it. So, I read it.
First off, I learned that the issue that led me to the exec was due to my holding onto a monkey that belonged to someone else, which I should have shrugged off and put on the appropriate person's back earlier. Second, I learned that in many interactions with my direct reports, my peers and my family there were a lot of monkeys that were being left behind that didn't belong to me and my keeping them neither helped them nor helped me.
Overall, although kind of silly, I enjoyed it. What I got from it was to stay focused on what I need to do and allow others to do what they need to do. To do otherwise is arrogant and foolish.
October 21, 2010
This is a management book I can recommend whole-heartedly. It was super quick and easy to read, and I got some real-world, applicable tidbits out of it. The monkey metaphor sticks in your memory. Seriously, I applied it the next day at work and offloaded some stress-producing monkeys. It was awesome.
April 22, 2024
I'm on page 26 of a 160 page book (more than 16% in) and it is only just starting, the opening being "The story begins some two years ago after a luncheon meeting with my friend, the One Minute Manager." It's this verbose fairytale-style writing that pulls me out of the book and the lessons I'm meant to be learning and makes me frustrated at the fact that I have to suffer through this childlike prose to find the important messages. And I’m also put off by the constant name dropping of famous people as if the messages he is sharing are endorsed by History's Greats. How exaggerated and pompous.
Anyway, grievances aside, the problem of monkeys is very true and aptly described (pg 40-42). The book describes how subordinates pass on their own responsibilities to managers who then become bottlenecks, reducing productivity and morale of the team. Managers stop managing and their work becomes reactive.
Every time someone shares a problem and you take their “monkey” you are implying they are not capable of handling the problem, and you are crippling them by making them dependent on you (pg 58).
From pg 58-63 there's a boomer rant about how kids these days are spoilt - it is quite amusing reading an old fart lament about how much better it was for kids’ development back in his day. Not saying there's no truth behind the point he's making, just that the experiences he describes have been foreign for the last 30 years.
I’ll now start note-taking from the book for my own record of the learnings:
"Rules of Monkey Management:
1. Descriptions - the "next moves" are specified.
2. Owners - the monkey is assigned to a person.
3. Insurance policies - the risk is covered.
4. Checkup - the time and place for follow-up is specified."
tl;dr of Rule 1 benefits: people will tend to be more prepared before dialogue begins if they know each meeting must specify "next moves". Clarifying "next moves" breaks the task into bite-sized jobs, and people are motivated to work as what is required of them is clear.
It's better to be told of problems rather than be sent an email of the problems as having the person explain the issue to you first-hand reveals more information and allows for asking questions.
Rule 2: “all monkeys must be handled at the lowest organisational level consistent with their welfare.” A manager must handle only the monkeys only they can handle.
Rule 3: “the dialogue between boss and staff member shall not end until all monkeys have been insured.” This rule balances an employee’s need for freedom with the manager’s responsibility of the outcome, freedom being necessary for employee’s motivation and manager’s discretionary time, but increasing risk of mistakes.
The insurance policies are “recommend, then act,” for situations where there is a reasonable risk that a staff member might make an unaffordable mistake – so subordinate makes a recommendation and receives approval from manager before action occurs.
The second insurance policy is “act, then advise,” for monkeys the employee can handle on their own. Employees “are free to resolve these matters and inform me afterward at whatever time they think is appropriate.”
Either party might make the selection of insurance policy, with manager approving it. Most endeavours, it is the latter insurance policy as it is not feasible for the manager to tell the employee what policy to use for every monkey.
Insuring monkeys is a dynamic process, situations change.
To choose insurance, consider what is the worst thing that could go wrong with the project and what are the odds it would go wrong.
Rule 4:
“The purpose of monkey checkups is twofold: one, to catch people doing something right and praise them for it, and two, to spot problems and take corrective action before the problems become crises.”
“The process of discovering and correcting problems tends to (1) lower the boss’s anxieties, and (2) develop people’s competence through coaching … (3) the coaching increases the odds that the box will eventually be able to delegate to that person.”
“to minimise the number of scheduled checkups … schedule appointments as far in the future as would be advisable if the monkey were to receive no checkups in the interim.”
^ However, if either party feels uncertain about the health of the monkey (eg if a sick monkey’s malady doesn’t respond to treatment, or worsens) they may move up the checkup appointment, before its vital signs have disappeared
When a monkey is in jeopardy because of inattention by its owner, the project is in trouble, so a manager should reschedule the checkup appointment --> this forces the employee to continue doing nothing and go into the meeting with a “lack of progress” report, or to do something and make a progress report. Usually, it is the latter
^ “A progress report made under conditions just described might be superficial the first time, but think about what the person learns with respect to handling future occasions.”
Checkups also ensure monkeys are behaving as expected and the solutions to them are aligned between manager and staff
Checking up on monkeys =/= checking up on people
If you are going to be late to a checkup, let your people know beforehand. This illustrates the importance placed on checkups, as well as punctuality.
“Assigning Involves A Single Monkey; Delegation Involves A Family Of Monkeys”
^ want to get to a stage where employees can be trusted to handle the whole project, with manager involvement limited to checking on the overall project and not the individual monkeys --> employees now practicing self-management
The state of delegation needs to be built up and is maintained through coaching
Delegation can only happen when the manager is confident the project is on the right track and that the employees can handle the project on their own
“Managers who give their people full project responsibility and authority without such confidence are not delegating – they are abdicating responsibility.”
“Most endeavours cannot be delegated at the outset because often, in the beginning of a project, neither the manager or their staff has sufficient understanding of the problems, goals, options, timing, and ramifications … [to] know whether that person can handle the project successfully. Thus, most projects require a period of coaching before the boss has sufficient confidence to enable them to delegate responsibly.”
“Since people usually know more about their jobs that their bosses know, in many cases they should be persuading their bosses how the project should be handled”
Read pg 118-122 for work inspiration
Three kinds of organisational time:
Boss-imposed time: time spent doing things you would not be doing if you didn’t have a boss
“Keeping bosses satisfied takes time, but dealing with dissatisfied ones takes longer”
“Always do what your boss wants. If you don’t like what your boss wants, change what your boss wants.”
System-imposed time: time spent on the administrative and related demands from people (peers/associates) other than one’s boss or own staff eg forms, meetings, phone calls
“We have to conform to the red-tape requirements of the system. IF we give their requirements short shrift in order to spend our time elsewhere, they can penalise us in ways that require even more system-imposed time.”
Self-imposed time: time spent doing the things we decide to do
“It is only with self-imposed time that we make our own unique contribution to an organisation.”
Self-imposed time = subordinate-imposed time (caring for their monkeys) + discretionary time
discretionary time = time spent doing things that are rewarding over and above financial compensation eg creating, innovating, leading, planning, organising
discretionary time is the first thing to disappear when one becomes busy as there is no penalty in the short term, but in the long term the business suffers as there is no creation, innovation, initiative etc. and the individual suffers as “organisational life becomes a living death in which all [one] does is react to problems created by others.”
General quotes I would highlight if I were one to mark my books, listed chronologically:
"take a minute out of our day to look at the people we manage ... realise that they are our most important resources."
"constantly discipline ourselves to invest our time on the most vital aspects of management rather than dilute our effectiveness by "doing more efficiently those things that shouldn't be done in the first place""
"Since crying in public is not an accepted practice, the only thing left for us to do was laugh."
"before I became a manager things were a lot easier because my performance depended strictly on my own efforts."
"Higher management cannot risk promoting people who are indispensable in their current jobs because they have not trained a successor"
"I'll never get caught up by working harder because the more I do, the more they'll give me!"
"Always ask yourself: "why are we doing this?" If there is no viable answer, shoot the monkey."
"Experience is not what happens to you; it's what you do with what happens to you."
“other people, despite their apparent resistance, will respect you - even love you – if you help bring out the best in them.” <-- “the best way to develop responsibility in people is to give them responsibility”
“never let the company go down the drain simply for the sake of practicing good management.”
Anyway, grievances aside, the problem of monkeys is very true and aptly described (pg 40-42). The book describes how subordinates pass on their own responsibilities to managers who then become bottlenecks, reducing productivity and morale of the team. Managers stop managing and their work becomes reactive.
Every time someone shares a problem and you take their “monkey” you are implying they are not capable of handling the problem, and you are crippling them by making them dependent on you (pg 58).
From pg 58-63 there's a boomer rant about how kids these days are spoilt - it is quite amusing reading an old fart lament about how much better it was for kids’ development back in his day. Not saying there's no truth behind the point he's making, just that the experiences he describes have been foreign for the last 30 years.
I’ll now start note-taking from the book for my own record of the learnings:
"Rules of Monkey Management:
1. Descriptions - the "next moves" are specified.
2. Owners - the monkey is assigned to a person.
3. Insurance policies - the risk is covered.
4. Checkup - the time and place for follow-up is specified."
tl;dr of Rule 1 benefits: people will tend to be more prepared before dialogue begins if they know each meeting must specify "next moves". Clarifying "next moves" breaks the task into bite-sized jobs, and people are motivated to work as what is required of them is clear.
It's better to be told of problems rather than be sent an email of the problems as having the person explain the issue to you first-hand reveals more information and allows for asking questions.
Rule 2: “all monkeys must be handled at the lowest organisational level consistent with their welfare.” A manager must handle only the monkeys only they can handle.
Rule 3: “the dialogue between boss and staff member shall not end until all monkeys have been insured.” This rule balances an employee’s need for freedom with the manager’s responsibility of the outcome, freedom being necessary for employee’s motivation and manager’s discretionary time, but increasing risk of mistakes.
The insurance policies are “recommend, then act,” for situations where there is a reasonable risk that a staff member might make an unaffordable mistake – so subordinate makes a recommendation and receives approval from manager before action occurs.
The second insurance policy is “act, then advise,” for monkeys the employee can handle on their own. Employees “are free to resolve these matters and inform me afterward at whatever time they think is appropriate.”
Either party might make the selection of insurance policy, with manager approving it. Most endeavours, it is the latter insurance policy as it is not feasible for the manager to tell the employee what policy to use for every monkey.
Insuring monkeys is a dynamic process, situations change.
To choose insurance, consider what is the worst thing that could go wrong with the project and what are the odds it would go wrong.
Rule 4:
“The purpose of monkey checkups is twofold: one, to catch people doing something right and praise them for it, and two, to spot problems and take corrective action before the problems become crises.”
“The process of discovering and correcting problems tends to (1) lower the boss’s anxieties, and (2) develop people’s competence through coaching … (3) the coaching increases the odds that the box will eventually be able to delegate to that person.”
“to minimise the number of scheduled checkups … schedule appointments as far in the future as would be advisable if the monkey were to receive no checkups in the interim.”
^ However, if either party feels uncertain about the health of the monkey (eg if a sick monkey’s malady doesn’t respond to treatment, or worsens) they may move up the checkup appointment, before its vital signs have disappeared
When a monkey is in jeopardy because of inattention by its owner, the project is in trouble, so a manager should reschedule the checkup appointment --> this forces the employee to continue doing nothing and go into the meeting with a “lack of progress” report, or to do something and make a progress report. Usually, it is the latter
^ “A progress report made under conditions just described might be superficial the first time, but think about what the person learns with respect to handling future occasions.”
Checkups also ensure monkeys are behaving as expected and the solutions to them are aligned between manager and staff
Checking up on monkeys =/= checking up on people
If you are going to be late to a checkup, let your people know beforehand. This illustrates the importance placed on checkups, as well as punctuality.
“Assigning Involves A Single Monkey; Delegation Involves A Family Of Monkeys”
^ want to get to a stage where employees can be trusted to handle the whole project, with manager involvement limited to checking on the overall project and not the individual monkeys --> employees now practicing self-management
The state of delegation needs to be built up and is maintained through coaching
Delegation can only happen when the manager is confident the project is on the right track and that the employees can handle the project on their own
“Managers who give their people full project responsibility and authority without such confidence are not delegating – they are abdicating responsibility.”
“Most endeavours cannot be delegated at the outset because often, in the beginning of a project, neither the manager or their staff has sufficient understanding of the problems, goals, options, timing, and ramifications … [to] know whether that person can handle the project successfully. Thus, most projects require a period of coaching before the boss has sufficient confidence to enable them to delegate responsibly.”
“Since people usually know more about their jobs that their bosses know, in many cases they should be persuading their bosses how the project should be handled”
Read pg 118-122 for work inspiration
Three kinds of organisational time:
Boss-imposed time: time spent doing things you would not be doing if you didn’t have a boss
“Keeping bosses satisfied takes time, but dealing with dissatisfied ones takes longer”
“Always do what your boss wants. If you don’t like what your boss wants, change what your boss wants.”
System-imposed time: time spent on the administrative and related demands from people (peers/associates) other than one’s boss or own staff eg forms, meetings, phone calls
“We have to conform to the red-tape requirements of the system. IF we give their requirements short shrift in order to spend our time elsewhere, they can penalise us in ways that require even more system-imposed time.”
Self-imposed time: time spent doing the things we decide to do
“It is only with self-imposed time that we make our own unique contribution to an organisation.”
Self-imposed time = subordinate-imposed time (caring for their monkeys) + discretionary time
discretionary time = time spent doing things that are rewarding over and above financial compensation eg creating, innovating, leading, planning, organising
discretionary time is the first thing to disappear when one becomes busy as there is no penalty in the short term, but in the long term the business suffers as there is no creation, innovation, initiative etc. and the individual suffers as “organisational life becomes a living death in which all [one] does is react to problems created by others.”
General quotes I would highlight if I were one to mark my books, listed chronologically:
"take a minute out of our day to look at the people we manage ... realise that they are our most important resources."
"constantly discipline ourselves to invest our time on the most vital aspects of management rather than dilute our effectiveness by "doing more efficiently those things that shouldn't be done in the first place""
"Since crying in public is not an accepted practice, the only thing left for us to do was laugh."
"before I became a manager things were a lot easier because my performance depended strictly on my own efforts."
"Higher management cannot risk promoting people who are indispensable in their current jobs because they have not trained a successor"
"I'll never get caught up by working harder because the more I do, the more they'll give me!"
"Always ask yourself: "why are we doing this?" If there is no viable answer, shoot the monkey."
"Experience is not what happens to you; it's what you do with what happens to you."
“other people, despite their apparent resistance, will respect you - even love you – if you help bring out the best in them.” <-- “the best way to develop responsibility in people is to give them responsibility”
“never let the company go down the drain simply for the sake of practicing good management.”
October 8, 2018
Good points, over-explained.
August 30, 2019
Хорошая коротенькая и по делу книжка. Отличная метафора - после неё везде обезъяны мерещатся, а потому легче следовать рекомендациям.
May 16, 2025
This was such a quick (one sitting) book to read and very insightful in how best to manage the tasks that move projects and work from one milestone to milestone to completion. This philosophy moves employees and managers from merely surviving to actually living and thriving in their work environment.
January 14, 2022
As someone who struggles with taking ownership of anything that comes across my desk, this was exactly the paradigm shift I needed to read. I am not usually much for management books - I like to read for fun, not to better myself :) - but this was quick and engaging and practical!
January 11, 2024
Kenneth H. Blanchard's "The One Minute Manager Meets the Monkey" is a succinct and impactful guide to effective delegation in management. Using the 'monkey' metaphor for tasks, Blanchard teaches leaders not to take on their team's responsibilities, emphasizing the power of empowering others. Despite its publication years ago, the book's lessons on delegation, time management, and team empowerment remain strikingly relevant today.
February 1, 2024
Calling all employed people-pleasers everywhere! Read this book!!
“The One Minute Manager Meets the Monkey” is a great read that takes the pressure of being everything to everyone and breaks it into manageable (and rightful) action steps. It helps to categorize the roles and responsibilities of managers and how to be a great a manager while not burning yourself out. As a people-pleaser and a manager, there are so many systems in this book that I’d like to employ in my own work to be the best manager I can be for my team and to best support myself.
“The One Minute Manager Meets the Monkey” is a great read that takes the pressure of being everything to everyone and breaks it into manageable (and rightful) action steps. It helps to categorize the roles and responsibilities of managers and how to be a great a manager while not burning yourself out. As a people-pleaser and a manager, there are so many systems in this book that I’d like to employ in my own work to be the best manager I can be for my team and to best support myself.
November 18, 2024
A helpful perspective on how to manage effectively without making your team members' problems (monkeys) your own, but stops short of dealing with some of the nuances like how to lead by example while still giving your team members responsibility over their own work.
March 14, 2020
This book is excellent. It'll get you to consider the amount of work you do vs. how much you should be doing, especially as a leader. It's very easy, quick reading and the author provides great examples along the way.
July 20, 2022
Szybko, zwięźle i na temat delegowania zadań oraz sztuce ustalania priorytetów.
August 8, 2022
Interesting, to-the-point and easily retainable. A definite read for anyone interested, not only in getting into management, but in getting involved in group work in or out of the work place.
August 19, 2025
I read this for work… I wished I was reading romantasy instead, which I will be returning to now. But I did read it.
November 17, 2025
A quick 130 pages without any of the self-help bloat.
May 16, 2021
Really interesting for managers struggling with managing their time and understanding the cause, like I do. Great examples, very well explained and clear, useful guidance (and rules) on how to go from doing to assigning and ultimately delegating.
January 10, 2025
Useful information about priorities and responsibilities. The greatest take away I had from this is if you always agree with your boss, one of you isn't necessary.
May 3, 2025
Indeed, the title sparks curiosity: Is there something I'm doing now that takes ages but could actually take a minute? The book suggests both yes and no.
I'm giving this a 4 because it reminds us of something we often forget: actually paying attention to and acknowledging good performance—as soon as possible. I also really liked the reminder (again, easy to forget) to clearly draft our goals and keep revisiting them to determine whether what we're doing now is actually bringing us any closer to where we want to be.
This is a gentle reminder for myself to sit down, reflect on my goals, and compare and contrast to what’s been taking my time lately.
I'm giving this a 4 because it reminds us of something we often forget: actually paying attention to and acknowledging good performance—as soon as possible. I also really liked the reminder (again, easy to forget) to clearly draft our goals and keep revisiting them to determine whether what we're doing now is actually bringing us any closer to where we want to be.
This is a gentle reminder for myself to sit down, reflect on my goals, and compare and contrast to what’s been taking my time lately.
This entire review has been hidden because of spoilers.
January 19, 2025
Kolejna bardzo pouczającą pozycja, dla mnie szczególnie ważna, czuje ze jeszcze nie raz będę musiała do niej wrócić 😉
October 22, 2024
Very good and very practical advise
June 24, 2022
استفدت منه خلال عملي وأصبح موضوعي المفضل الذي اشرحه للزملاء على مدار السنين
July 14, 2025
Honestly it’s not bad for work homework
July 17, 2024
Ich hätte schon viel früher dieses Buchen lesen sollen! Im Umgang mit Mitarbeitern eine sehr große Hilfe und das mit nur einer kleinen Änderung in der Sichtweise.
February 11, 2025
The book "The One Minute Manager Meets the Monkey" by Kenneth H. Blanchard, William Oncken, and Hal Burrows provides valuable insights into effective delegation, time management, and leadership strategies. It presents a compelling argument that many managers find themselves overwhelmed not because of the sheer volume of tasks but because they take on responsibilities that should belong to others. The metaphor of the 'monkey' represents tasks and problems that managers often inherit from their subordinates instead of ensuring that those tasks remain with their rightful owners. Through a practical and engaging narrative, the book offers a structured approach to delegation, helping leaders create a more productive and self-reliant team while reducing stress and inefficiency.
The story follows a newly promoted manager, Sam, who is eager to make an impact in his new role. Initially, his enthusiasm and hands-on approach lead to increased productivity and morale within his department. However, as time progresses, he finds himself struggling to keep up. No matter how many hours he puts in, tasks pile up, and his efforts seem ineffective. The pressure starts to affect both his professional and personal life. His boss, Alice, notices the decline in performance and points out a critical flaw in his management style—his tendency to take on too much work himself instead of properly delegating responsibilities. This realization forces Sam to seek guidance from the One Minute Manager, a seasoned leader known for his efficiency and ability to achieve outstanding results without overburdening himself.
During their meeting, the One Minute Manager quickly identifies the root of Sam’s struggles—his failure to delegate. Sam is stuck in a cycle where his employees continuously bring problems to him, and instead of coaching them to handle the issues themselves, he takes ownership of the tasks. This results in an increasing workload that consumes his time, leaving him unable to focus on strategic priorities. The One Minute Manager introduces the concept of 'monkeys', explaining that every problem a subordinate brings to a manager is like a monkey on their back. If the manager takes responsibility for solving it, the monkey jumps onto their back instead. Over time, managers who take on too many monkeys become bottlenecks, slowing down productivity and making themselves indispensable in a negative way. This, he warns, is a major career risk because organizations look for leaders who can develop others, not those who hoard responsibilities.
To address this issue, the One Minute Manager introduces Oncken’s Four Rules of Monkey Management, which provide a structured approach to delegation. The first rule, 'Describe the Monkey', ensures that both the manager and the employee clearly define what the next steps are for any given task. This eliminates ambiguity and ensures that responsibilities are well understood. The second rule, 'Assign the Monkey', reinforces that tasks must stay with their rightful owners. Employees should be responsible for their own work, and managers should resist the temptation to take over. Instead of solving problems for their staff, they should provide guidance and support while maintaining clear boundaries. The third rule, 'Insure the Monkey', involves setting the right level of oversight. For critical tasks, employees may need to present recommendations before acting, while for less sensitive issues, they can act first and report later. This structured approach prevents micromanagement while ensuring that important decisions remain informed. Lastly, the fourth rule, 'Check on the Monkey', involves scheduling regular follow-ups to monitor progress. This prevents tasks from being forgotten while allowing managers to provide timely feedback.
With these principles in mind, Sam begins to implement changes within his team. Instead of accepting tasks outright, he starts asking employees what their proposed solutions are before providing guidance. He encourages them to take ownership of their responsibilities and offers coaching rather than direct intervention. This shift not only lightens his workload but also empowers his employees to become more independent and confident in their abilities. He realizes that by focusing on developing his team rather than managing every detail, he can achieve better results while reducing stress.
Beyond delegation, the book also emphasizes the importance of balancing time effectively. It introduces three categories of time that managers must navigate: 'boss-imposed time', 'system-imposed time', and 'self-imposed time'. Boss-imposed time includes tasks assigned by upper management, which must be prioritized to maintain credibility and avoid additional oversight. System-imposed time consists of organizational processes such as meetings and administrative duties. While these may seem like distractions, building good relationships with colleagues and streamlining processes can make them more efficient. Lastly, self-imposed time is the most crucial category, as it includes both discretionary time for strategic work and subordinate-imposed time, which consists of tasks managers unnecessarily take on from their team. By returning these responsibilities to employees, managers can reclaim their discretionary time, allowing them to focus on leadership, innovation, and long-term success.
The book also highlights the importance of coaching as a leadership tool. Simply assigning tasks is not enough—managers must invest in developing their employees’ skills and confidence. Through effective coaching, team members become more capable of handling projects independently, reducing the need for constant supervision. One example from the story illustrates this with Gordon, an employee who initially relied heavily on Sam for direction. By guiding Gordon through decision-making processes rather than providing answers outright, Sam helps him grow into a more self-sufficient professional. Over time, Gordon takes full ownership of projects, demonstrating the power of delegation combined with mentorship.
As Sam successfully applies these lessons, he experiences a transformation in his management style. His team becomes more engaged and proactive, workplace efficiency improves, and he finds himself with more time to focus on strategic initiatives rather than getting bogged down by daily tasks. His stress levels decrease, and he regains a sense of balance in his personal life as well. Alice, his boss, notices the positive changes and commends him for his leadership growth. By embracing delegation and structured monkey management, he has evolved from an overwhelmed manager to an effective leader.
In conclusion, "The One Minute Manager Meets the Monkey" provides a valuable blueprint for managers looking to improve delegation, reduce stress, and develop a high-performing team. The book emphasizes that leaders should not take on responsibilities that belong to others, as doing so creates bottlenecks and hinders productivity. Instead, by following Oncken’s Four Rules of Monkey Management, managers can keep tasks with their rightful owners, provide appropriate guidance, and create a culture of accountability and self-reliance. Furthermore, by balancing their time effectively and investing in coaching, leaders can foster an environment where employees grow into competent, independent contributors. Ultimately, this book offers practical, actionable strategies that can help managers shift from being overwhelmed to becoming truly effective leaders.
The story follows a newly promoted manager, Sam, who is eager to make an impact in his new role. Initially, his enthusiasm and hands-on approach lead to increased productivity and morale within his department. However, as time progresses, he finds himself struggling to keep up. No matter how many hours he puts in, tasks pile up, and his efforts seem ineffective. The pressure starts to affect both his professional and personal life. His boss, Alice, notices the decline in performance and points out a critical flaw in his management style—his tendency to take on too much work himself instead of properly delegating responsibilities. This realization forces Sam to seek guidance from the One Minute Manager, a seasoned leader known for his efficiency and ability to achieve outstanding results without overburdening himself.
During their meeting, the One Minute Manager quickly identifies the root of Sam’s struggles—his failure to delegate. Sam is stuck in a cycle where his employees continuously bring problems to him, and instead of coaching them to handle the issues themselves, he takes ownership of the tasks. This results in an increasing workload that consumes his time, leaving him unable to focus on strategic priorities. The One Minute Manager introduces the concept of 'monkeys', explaining that every problem a subordinate brings to a manager is like a monkey on their back. If the manager takes responsibility for solving it, the monkey jumps onto their back instead. Over time, managers who take on too many monkeys become bottlenecks, slowing down productivity and making themselves indispensable in a negative way. This, he warns, is a major career risk because organizations look for leaders who can develop others, not those who hoard responsibilities.
To address this issue, the One Minute Manager introduces Oncken’s Four Rules of Monkey Management, which provide a structured approach to delegation. The first rule, 'Describe the Monkey', ensures that both the manager and the employee clearly define what the next steps are for any given task. This eliminates ambiguity and ensures that responsibilities are well understood. The second rule, 'Assign the Monkey', reinforces that tasks must stay with their rightful owners. Employees should be responsible for their own work, and managers should resist the temptation to take over. Instead of solving problems for their staff, they should provide guidance and support while maintaining clear boundaries. The third rule, 'Insure the Monkey', involves setting the right level of oversight. For critical tasks, employees may need to present recommendations before acting, while for less sensitive issues, they can act first and report later. This structured approach prevents micromanagement while ensuring that important decisions remain informed. Lastly, the fourth rule, 'Check on the Monkey', involves scheduling regular follow-ups to monitor progress. This prevents tasks from being forgotten while allowing managers to provide timely feedback.
With these principles in mind, Sam begins to implement changes within his team. Instead of accepting tasks outright, he starts asking employees what their proposed solutions are before providing guidance. He encourages them to take ownership of their responsibilities and offers coaching rather than direct intervention. This shift not only lightens his workload but also empowers his employees to become more independent and confident in their abilities. He realizes that by focusing on developing his team rather than managing every detail, he can achieve better results while reducing stress.
Beyond delegation, the book also emphasizes the importance of balancing time effectively. It introduces three categories of time that managers must navigate: 'boss-imposed time', 'system-imposed time', and 'self-imposed time'. Boss-imposed time includes tasks assigned by upper management, which must be prioritized to maintain credibility and avoid additional oversight. System-imposed time consists of organizational processes such as meetings and administrative duties. While these may seem like distractions, building good relationships with colleagues and streamlining processes can make them more efficient. Lastly, self-imposed time is the most crucial category, as it includes both discretionary time for strategic work and subordinate-imposed time, which consists of tasks managers unnecessarily take on from their team. By returning these responsibilities to employees, managers can reclaim their discretionary time, allowing them to focus on leadership, innovation, and long-term success.
The book also highlights the importance of coaching as a leadership tool. Simply assigning tasks is not enough—managers must invest in developing their employees’ skills and confidence. Through effective coaching, team members become more capable of handling projects independently, reducing the need for constant supervision. One example from the story illustrates this with Gordon, an employee who initially relied heavily on Sam for direction. By guiding Gordon through decision-making processes rather than providing answers outright, Sam helps him grow into a more self-sufficient professional. Over time, Gordon takes full ownership of projects, demonstrating the power of delegation combined with mentorship.
As Sam successfully applies these lessons, he experiences a transformation in his management style. His team becomes more engaged and proactive, workplace efficiency improves, and he finds himself with more time to focus on strategic initiatives rather than getting bogged down by daily tasks. His stress levels decrease, and he regains a sense of balance in his personal life as well. Alice, his boss, notices the positive changes and commends him for his leadership growth. By embracing delegation and structured monkey management, he has evolved from an overwhelmed manager to an effective leader.
In conclusion, "The One Minute Manager Meets the Monkey" provides a valuable blueprint for managers looking to improve delegation, reduce stress, and develop a high-performing team. The book emphasizes that leaders should not take on responsibilities that belong to others, as doing so creates bottlenecks and hinders productivity. Instead, by following Oncken’s Four Rules of Monkey Management, managers can keep tasks with their rightful owners, provide appropriate guidance, and create a culture of accountability and self-reliance. Furthermore, by balancing their time effectively and investing in coaching, leaders can foster an environment where employees grow into competent, independent contributors. Ultimately, this book offers practical, actionable strategies that can help managers shift from being overwhelmed to becoming truly effective leaders.
June 12, 2008
Enjoyed the concepts discussed in the book. I think oftentimes I find myself picking up other people's monkeys and completing them. I think the most crucial part of this book for me in my personal life will be letting my child(ren) deal with their monkeys as far as possible before I intervene (if ever).
Monkey = the next move
Oncken’s Rules of Monkey Management
The dialogue between a boss and one of his or her people must not end until all monkeys have:
1. Descriptions – The “next moves” are identified and specified.
2. Owners – The monkey is assigned to A person at the lowest organizational level consistent with their welfare.
3. Insurance Policies – The risk is covered.
a. Recommend, then act
b. Act, then advise
4. Monkey Feeding and Checkup Appointments – The time and place for follow-up is specified. Every monkey should have a checkup appointment.
We do not have a problem, and we will never again have one. I’m sure there is a problem, but it is not ours, it is either yours or mine. The first item on the agenda is to neaten up the pronouns and find out whose problem this is. If it turns out to be my problem, I hope you will help me with it. If it turns out to be your problem, I will help you with it subject to the following condition: at no time while I’m helping you with your problem will your problem become my problem, because the minute your problem becomes my problem, you will no longer have a problem and I can’t help a person who does not have a problem!
Assigning involves a single monkey; delegation involves a family of monkeys
Management is getting things done through others.
Monkey = the next move
Oncken’s Rules of Monkey Management
The dialogue between a boss and one of his or her people must not end until all monkeys have:
1. Descriptions – The “next moves” are identified and specified.
2. Owners – The monkey is assigned to A person at the lowest organizational level consistent with their welfare.
3. Insurance Policies – The risk is covered.
a. Recommend, then act
b. Act, then advise
4. Monkey Feeding and Checkup Appointments – The time and place for follow-up is specified. Every monkey should have a checkup appointment.
We do not have a problem, and we will never again have one. I’m sure there is a problem, but it is not ours, it is either yours or mine. The first item on the agenda is to neaten up the pronouns and find out whose problem this is. If it turns out to be my problem, I hope you will help me with it. If it turns out to be your problem, I will help you with it subject to the following condition: at no time while I’m helping you with your problem will your problem become my problem, because the minute your problem becomes my problem, you will no longer have a problem and I can’t help a person who does not have a problem!
Assigning involves a single monkey; delegation involves a family of monkeys
Management is getting things done through others.
Displaying 1 - 30 of 344 reviews