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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!
Transcript of 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 …
