One of Harvard Business Review’s best-selling reprints ever was a December 1974 publication entitled, Management Time: Who’s Got the Monkey?
It helps to answer the question as to why managers are typically running out of time while their subordinates are typically running out of work. Too many managers, the article concluded, tend to assume the burden of figuring out their subordinates’ problems for them. If Jimmy can’t figure out how to operate an accounting system, the manager feels obligated to either teach him or figure out a way for Jimmy to learn it. In that scenario, which one carries the monkey on his back—Jimmy or his manager? By trying to solve Jimmy’s problem for him, the manager is carrying the monkey. If the manager simply told Jimmy he would have to come-up with a solution on his own using the resources available to him, the manager would have kept the monkey on Jimmy’s back, eliminating one more time-drain.
Monkeys are the distractions of extra work or tasks. They prevent you from completing your important goals. As soon as we accept someone else’s responsibility, we take the monkey. It can be anything from a lost file to a frustrated customer to a simple request for help from a friend.
The first lesson in keeping the monkey from leaping on your back is to just say “no.” If you are a people pleaser who always wants to take care of others, practice being more assertive. When someone asks you to do something, rather than just doing it, ask them to explain more about the task and what’s involved, and then challenge them to come-up with a solution on their own as an opportunity for growth. If the monkey is from your manager, try to explain what you’re already working on. See if you can’t postpone the monkey, in order to do what’s top on your list of priorities. Don’t give-in. Use tactful assertiveness.
I will get the monkey off my back
One of Harvard Business Review’s best-selling reprints ever was a
December 1974 publication entitled, Management Time: Who’s Got the
Monkey?
It helps to answer the question as to why managers are typically
running out of time while their subordinates are typically running out of work.
Too many managers, the article concluded, tend to assume the burden of
figuring out their subordinates’ problems for them. If Jimmy can’t figure out
how to operate an accounting system, the manager feels obligated to either
teach him or figure out a way for Jimmy to learn it. In that scenario, which one
carries the monkey on his back—Jimmy or his manager? By trying to solve
Jimmy’s problem for him, the manager is carrying the monkey. If the manager
simply told Jimmy he would have to come-up with a solution on his own using
the resources available to him, the manager would have kept the monkey on
Jimmy’s back, eliminating one more time-drain.
Monkeys are the distractions of extra work or tasks. They prevent you
from completing your important goals. As soon as we accept someone else’s
responsibility, we take the monkey. It can be anything from a lost file to a
frustrated customer to a simple request for help from a friend.
The first lesson in keeping the monkey from leaping on your back is to
just say “no.” If you are a people pleaser who always wants to take care of
others, practice being more assertive. When someone asks you to do
something, rather than just doing it, ask them to explain more about the task
and what’s involved, and then challenge them to come-up with a solution on
their own as an opportunity for growth. If the monkey is from your manager,
try to explain what you’re already working on. See if you can’t postpone the
monkey, in order to do what’s top on your list of priorities. Don’t give-in. Use
tactful assertiveness.