This document provides guidance on effective delegation. It discusses how managers often take on too many tasks and responsibilities from their direct reports, referred to as "monkeys". It outlines six rules for managing tasks delegated from subordinates, including clearly defining the task and ensuring the person has enough information and resources to complete it. The document also discusses different types of improperly delegated tasks, such as those passed upward from subordinates or sideways between peers. Overall, it emphasizes the importance of proper delegation to avoid becoming overburdened and allow subordinates to build initiative.

1. Effective Delegation
a.k.a., Managing
Monkeys at Work
Presented by:
Steve Urquhart
It’s a jungle
out there!

2. Can you relate to this?
How is it possible that I
am working overtime and
still running out of
time, every day, while it
seems like everyone else
goes home right on time
as if they don’t have
enough to do?
?

3. If any of these are true …
 You’ve changed your LinkedIn job
description 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 smartphone 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!
You might have a monkey
problem!

4. Do you ever find
yourself asking …
Who’s actually
in charge
around this
place?

5. Are you controlling events …
… or are events controlling
you?

6. 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

7. Who’s got the monkey?
William Oncken, Jr.
… the tale of an
overburdened manager
who allows his employees
to delegate upward.
http://bit.ly/whosgotthemonkey

8. 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

9. Be on the lookout for
monkeys!

10. Upward-leaping monkeys!
(a.k.a., Upward Delegation)
From a subordinate or team member
to their boss, project
manager, program manager, etc.
Monkeys can leap when you meet
your team members in person, talk to
them on the phone, or (especially!!!)
when you receive e-mail from them.

11. Can you think of a
situation where
someone has “upward
delegated” to you?
Upward-leaping monkeys …

12. Downward-leaping monkeys!
From a higher-level
manager, i.e., your boss …

13. Sideways-leaping monkeys!
Shifting peer-to-peer

14. 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 …

15. ―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
?

16. ―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

17. ―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

18. ―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

19. 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.

20. 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.

21. 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.

22. … 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!

23. 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.

24. 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.

25. 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.

26. 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)

27. 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?

28. Here’s proof: ―Real‖ monkeys
can help get the job done, too!

29. 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."

30. 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

31. 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

32. In Brief: Oncken’s Rules of
Monkey Management
1. Descriptions: The next moves are
specified. (this is sooooo
important!!!)
2. Owners: The monkey is assigned to
a person. (and that is agreed upon)
3. Insurance: The risk is covered.
4. Care & Feeding: The time and place
for check-up/follow-up is specified.

33. Does it pass the ―Worth-
Your-Time‖ Test?
1. Am I the right person?
2. Is this the right time?
3. Do I have enough information?
―(Even) if your boss asks you to do something and their
request fails the test, it’s not just okay—it’s useful—to
push back or redirect so the work is completed
productively.
It’s not helpful to you, your boss, or your organization if
you waste your time on the wrong work.‖
– Peter Bregman in Harvard Business Review collection: Guide to

34. THANK YOU!
@workforce101
/in/steveurquhart
steveurquhart@gmail.com

35. The Allegory of
the Five
Monkeys
“Bonus Session”
Presented by:
Steve Urquhart
Orange County Clerk of Courts
It’s a jungle
out there!

36. Once there was a cage containing five monkeys.
Inside the cage, hung a banana on a string with a set of stairs under it.
The Allegory of the Five Monkeys

37. Before long, one of the monkeys would attempt to climb the stairs towards
the bananas.
The Allegory of the Five Monkeys

38. As soon as he touches the stairs, all of the monkeys are sprayed with cold
water. After a while, another monkey makes an attempt with the same result.
All the monkeys are sprayed with cold water. Pretty soon, none of the
monkeys will try to climb the stairs.
The Allegory of the Five Monkeys

39. Having learned their lesson, the cold water is put away. One monkey is
removed from the cage and replace it with a new one. The new monkey
sees the banana and wants to climb the stairs.
The Allegory of the Five Monkeys

40. To his surprise and horror, all of the other monkeys attack him. After another
attempt and attack, he knows that if he tries to climb the stairs, he will be
assaulted.
The Allegory of the Five Monkeys

41. The Allegory of the Five Monkeys
Next, remove another of the original five monkeys and replace it with a new
one. The newcomer goes to the stairs and is attacked. The previous
newcomer takes part in the punishment with enthusiasm. Likewise, replace
a third original monkey with a new one, then a fourth, then a fifth.

42. The Allegory of the Five Monkeys
Every time the newest monkey takes to the stairs, he is attacked. Most of
the monkeys that are beating him have no idea why they were not permitted
to climb the stairs or why they are participating in the beating of the newest
monkey.

43. The Allegory of the Five Monkeys
After replacing all of the original monkeys, none of the remaining monkeys
have ever been sprayed with cold water. Nevertheless, no monkey ever
again approaches the stairs to try for the banana.
Why not? Because as far as they know, that's the way it's always been done.
It becomes clear that socialization (and organizational culture) can shape our
thoughts, influence our behaviors and demand our compliance.

44. The Allegory of the Five Monkeys
Because
we’ve
always done
it that way

45. The Allegory of the Five Monkeys

46. THANK YOU!
@workforce101
/in/steveurquhart
steveurquhart@gmail.com