Monkey busiess


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Monkey busiess

  1. 1. Zayaada Ka Irada Monkey Management - Rohtash Mal
  2. 2. Scenario # 1 You’re racing down the hall. An employee stops you and says, “We’ve got a problem.” You assume you should get involved but can’t make an on-the-spot decision. You say, “Let me think about it.”
  3. 3. You are having a Busy day at work, lots of Mails to respond to, lots of meetings to organize, you have to issue Memos, Complete the orders, coordinate on closing departmental issues……. Scenario # 2 …… .It’s a Sunday And your subordinates are Enjoying a Holiday with family at the Mall
  4. 4. Scenario # 3 Use the following checklist to see whether as a manager you are a collector of monkeys . Answer each with “Always”, “Often” or “Rarely”. How Often Do I say “ Leave it with me” “ Can I think about that?” “ Its OK I will Manage” “ Send me an e-mail on that will you?” “ I’ll get back to you on that” “ No Problem Sir”
  5. 5. Scenario # 4 Still not Sure ……Want to try again? “ Let me know if you have trouble” “ You know you don’t have to do it that way” “ That’s interesting. I’ve never seen anything quite like that before” “ I remember when that happened to . . . ” “ I think I have had something similar happened to me” Use the same “Always”, “Often” or “Never” -
  6. 6. If you found yourself answering “Always” or “ Often ”, then the result is not as bad as the first list. However, beware! The monkey is about to jump! While the responses sound very supportive and helpful (which they are), starting out like this invariably ends up with you, The manager, taking on the problem to solve.
  7. 7. What you “should do” is all about setting your priorities and sticking with them. What are the two or three things that you must achieve today, “come what may”. Do not be swayed from these!
  8. 8. The 21st Century When “Busy” isn’t enough . Corporate operatives today are “FRANTIC” Why is this so? Is it a ‘healthy’ approach? “ Family Life is Demanding”
  9. 9. Its Time for …
  10. 10. Who is a Monkey ? A long-tailed, medium-sized Animal… A no tail, Big-sized Animal… A Primate A Macaques A baboon A anthropoid ape A mischievous Animal A mocked Animal
  11. 11. Monkey - any of various long-tailed primates (excluding the prosimians) primate - any placental mammal of the order Primates; has good eyesight and flexible hands and feet - The Web Dictonery Is this the Monkey we are Talking about? May be not…… Monkey Definition…
  12. 12. Monkeys Always Climb Mismanaged Monkeys Multiply. Hidden Monkeys Stagnate Ministries In a broad sense, a Monkey exists when an individual becomes aware of a significant difference between what actually is and what is desired. About the Monkey …. Monkeys are Obstacle which makes it difficult to achieve a desired goal Monkey is an issue that is yet unresolved
  13. 13. Monkey Management (Oncken, Bill & Wass, Donald; Managing Management Time: Who’s got the Monkey? Harvard Business Review, Nov 1974) Time Management <ul><li>Boss-imposed Time </li></ul><ul><li>System-imposed Time </li></ul><ul><li>Externally-imposed Time </li></ul><ul><li>Subordinate-imposed Time </li></ul>
  14. 14. Boss-imposed Time Beyond your control but you can influence the impact of this ‘time’ <ul><li>Are you proactive in helping your boss make a decision? </li></ul>Rather than <ul><li>or do you waste time later trying to convince the boss to change his/ her decision? </li></ul>
  15. 15. System-imposed Time Meeting administrative commitments – Do you indulge in ‘administrivia’ – Do you simply ‘comply’ – Do work things that add value? – If the work adds no value – Do you work to change the system? – Do you Promote the “ I Don’t Play by Rules Club ”?
  16. 16. Externally-imposed Time • Dealing with people and issues external to the Company – Recapture this time through anticipation – Satisfied customers waste less time than the dissatisfied variety – Act now at your own discretion rather than later at someone else’s discretion
  17. 17. Subordinate-imposed Time A misnomer???? Subordinate Manager A Manager Subordinate Subordinates dependent on the Manager B Manager Dependent on Subordinate
  18. 18. What “others can do for you” is about your willingness and ability to delegate. Remember, developing your people to take responsibility will provide you with more discretionary time to devote to other activities. … . So what Hold back Delegation?
  19. 19. A Look back into Scenario # 1… You are stopped in the hall by a subordinate. “Hey Boss (You), we have a problem.” You listen … because problem-solving is part of your job as a manager. The problem is not straight forward so you say – “Let me think it over, & I’ll get back to you. Let’s watch the monkey !
  20. 20. Let’s watch the monkey ! 1. “Hey Boss, we have a problem!” No – there is only one monkey & it is firmly on your back 2. “Tell me about it” Joint discussion Shared Monkey 3. “Let me think about it & I’ll get back to you” The monkey has a new keeper Monkey is not the Problem Monkey is the Next Move
  21. 21. Where do Monkeys come from? Vendors Family Co-workers Events Bosses Deadlines
  22. 22. Transfer Initiative back to subordinates Oncken’s Five Degrees of Initiative 1. Wait to be told (Lowest Level) 2. Ask what to do 3. Recommend, then take resulting action 4. Act but advise at once 5. Act on own (report routinely) (Highest Level) Outlaw 1 & 2 … & people are forced to LEARN!
  23. 23. Monkey Management Overview Rules to play by… “ 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 for my help at any appointed time. We will make a joint determination of what the next move will be and who will make it.” (Oncken & Wass)
  24. 24. Monkey Management Rules 1. Monkeys should be fed or shot! 2. The monkey population should be kept below the maximum number that the manager has time to feed. 3. Monkeys should be fed by appointment only. 4. Monkeys should be fed face-to-face or by phone – never in writing 5. Every monkey should have an ‘assigned next feeding time” 6. “Degree of initiative’. (Oncken & Wass)
  25. 25. Steps in Monkey Management 1. Describe the monkey – The ‘next moves’ are Specified 2. Assign the monkey – The monkey is assigned to a person Insure the monkey 3. Insure the monkey – Take out a “Recommend then Act” or a “ Act, then Advise” policy on the monkey 4. Check on the monkey – Arrange a time & place for follow-up 5. Do a Monkey Census – Shoot or Keep
  26. 26. ‘ Monkey Manager’ Gems • All monkeys must be handled at the lowest organizational level consistent with their welfare. • The only way to develop responsibility in people is to give them responsibility. • If you always agree with your Boss, one of you is not necessary.
  27. 27. But I’m Escorts. How is this relevant to me? <ul><li>“ Every Head needs to Deliver his deliverables </li></ul><ul><li>On time </li></ul><ul><li>On budget </li></ul><ul><li>And to expectations </li></ul><ul><li>Given the complexity, ambiguity and contestability of the environment that’s no easy task . </li></ul><ul><li>It requires leadership and the clarity of what is </li></ul><ul><li>a monkey and what is not. </li></ul>
  28. 28. Some Closing Thoughts….. Individual Monkey Movement Team Monkeys Movement Lastly, keep the purpose in mind….. …… Its about “Value Creation”. Monkey Management is a mere Tool. Thank you