| Title | : | The One Minute Manager Meets the Monkey |
| Author | : | |
| Rating | : | |
| ISBN | : | 0688103804 |
| ISBN-10 | : | 9780688103804 |
| Language | : | English |
| Format Type | : | Paperback |
| Number of Pages | : | 137 |
| Publication | : | First published January 1, 1989 |
The authors tell why managers who accept every problem given them by their staffs become hopeless bottlenecks. With a vivid, humorous, and too familiar scenario they show a manager loaded down by all the monkeys that have jumped from their rightful owners onto his back. Then step by step they show how managers can free themselves from doing everyone else's job and ensure that every problem is handled by the proper staff person. By using Oncken's Four Rules of Monkey Management managers will learn to become effective supervisors of time, energy, and talent -- especially their own.
If you have ever wondered why you are in the office on the weekends and your staff is on the golf course, The One Minute Manager Meets the Monkey is for you. It's priceless!
The One Minute Manager Meets the Monkey Reviews
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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) -
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? -
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. -
Ако винаги сте на едно мнение с шефа си, един от двама ви е излишен!
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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.
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Good points, over-explained.
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Хорошая коротенькая и по делу книжка. Отличная метафора - после неё везде обезъяны мерещатся, а потому легче следовать рекомендациям.
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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!
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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.
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Szybko, zwięźle i na temat delegowania zadań oraz sztuce ustalania priorytetów.
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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.
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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.
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استفدت منه خلال عملي وأصبح موضوعي المفضل الذي اشرحه للزملاء على مدار السنين
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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. -
short, but very much to the point. Interesting analogy.
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I'll be honest and say I didn't actually finish this book. I think there is only one other book on my list that holds that distinction. I found it terribly elementary, embarrassingly so. It's the easiest book to summarize. Ready? Here it is: Delegate.
That's it. I just spared you 144 pages of reiteration laced with simplistic anecdotal examples that no one could possibly find enlightening. I'm concerned that anyone already in the workplace or anyone over 22 could.
Obvious "strategies" aside, I really took umbrage to the voice that the author chose to go with as he seemed to be talking to me like I'm a four-year-old. I'm an adult and I suspect that only other adults are picking this book up. Yet his re-enactment of dialog and exchanges were so spoon fed that it was a very real turn off. Exclamation points to underscore that he'd made some marvelous discovery every two pages felt like when I was 3 years old and watching Romper Room and everyone was supposed to be excited that "I see Bobby!" Even at the age of three I wanted to say, yeah, I think we could all see Bobby even before we put the transparent mirror in front of his face.
Like that. -
I bought this book for somebody in my company, and like all good books, read it before I passed it on.
This book is humorous and gives you lots of practical ideas for how to respond to efforts by your subordinates and colleagues to delegate their work and responsibility to you. You will learn how to see them coming and to keep the monkey where it belongs: with them.
If you find that you are pressed for time, this book is an important source of ideas to free up your life to have less stress while you and your organization both accomplish more.
It's a book that I highly recommend to someone who often finds themself in the role of accepting other people's monkeys. This book also talks about follow-up check-ups and insurance policies to make sure that monkeys are healthy. As employees become better and better monkey tenders, then less follow-up and insurance is needed. -
This book is aimed at managers, but I think it is useful for parents, team members, people in counseling; really anyone, because you just might pick up other people’s chores or projects because you think it will move things along better or easier or faster. Even if that’s a right assumption, you might create your own pitfall this way.
The examples in this book mostly cover the role of the manager, but give this book a try if you think you sometimes are too helpful for your own good. The message is pretty simple but putting it into practice isn’t.
I would like to get advice on books covering this, but than from a more general perspective on “personal effectiveness” instead of focusing on managing people. -
Amazing book giving a hard hitting insight about what happens to the leader when he/she just keeps on working without giving time to themselves. This book helps you in realising how so many people would have taken advantage of you being sincere , hardworking and caring and how they just pass on their worries to you . Would definitely recommend this book to all the leaders in their early years of leadership to improve their delegation skills .
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One book cannot be that much straightforward and easy-read! Great, useful and practical advice for everyone - from business to family on being more effecient in life and galvanizing people around you.
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This is definately a must read for anyone who "can't say no" when asked to take on a task that isn't theirs.
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This is a very quick read. It's to the point and has good advice on prioritization and making sure the work you're doing isn't work someone else could be doing better.
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HIGHLIGHTS:
1. A monkey = the next move.
- For every monkey that is involved there are two parties involved: One to work it and one to supervise it.
- Assigning involves a single monkey; Delegation involves a family of monkeys.
- All monkeys must be handled at the lowest organizational level consistent with their welfare.
- The more you get rid of your people’s monkeys, the more time you have for your people.
2. It’s tough to work for a nervous boss, especially if you are the one who’s making your boss nervous.
- The only way to develop responsibility in people is to give them responsibility.
- Practice “hands-off” management as much as possible and “hands-on” management as much as necessary.
- If you always agree with your boss, one of you is not necessary.
3. Experience is not what happens to you, it’s what you do with what happens to you.
4. Things not worth doing are not worth doing well.
- TIME: Why is it that some managers are typically running out of time while their staff is typically running out of work?
5. Never let the company go down the drain simply for the sake of practicing good management.
6. The purpose of coaching is to get in the position to delegate.
7. Swift and obvious penalties pursue those who treat other people’s requirements in a light-hearted, cavalier fashion.
8. Rules for Monkey Management (4)
a. Rule #1: Description = The “next moves” are specified. The dialogue must not end until appropriate “next moves” have been identified and specified.
b. Rule #2: Owners = The monkey is assigned to a person. All monkeys shall be owned and handled at the lowest organizational level consistent with their welfare.
c. Rule #3: Insurance Policies = The risk is covered. Every monkey leaving your presence on the back of one of your people must be covered by one of two insurance policies.
3a. Recommend, then act (higher risk, unaffordable mistakes. Approval needed)
3b. Act, then advise. (lower risk, affordable mistakes)
d. Rule #4: Monkey Feeding & Check-Up = The time and place for follow-up is specified. Proper follow-up means healthy monkeys. Every monkey should have a check-up appointment.
9. Three Kinds of Organizational Time:
a. Boss-imposed– Golden Rule Management = Those who have the gold make the rules. Always do what your boss wants. If you don’t like what your boss wants, change what your boss wants, but always do what your boss wants. Reduce by figuring out how to do work in a way that increases the boss’s confidence.
b. System-imposed – administrative and related demands from people (peer/associates) other than our bosses and staff, demands that are part of every organization. Admin forms to fill out, meetings to attend, phone calls to be handled. Reduce by building relationships with people in the system.
c. Self-imposed – how our unique contribution is made. Bad= working on staffs’ monkeys. Good= creating, innovating, leading, planning, organizing. Needed for growth and progress, to remain viable and competitive. First to disappear when pressure is on. No short-term penalty for not doing it. The long-term penalty is reactionary to problems created by others. Subordinate-imposed time does not belong in the schedule.
10. Management is getting things done through others. Measured by results.
Doing all the work myself (bad) Assigning tasks to people (better) Delegating (best) -
Summary:
- Be sure to only take on tasks (monkeys) that can only be done by you
- Ensure each task (monkey) is assigned to the lowest person on the chain that can do it (not in a bad way, but in a way that gives people personal responsibility so they’re less dependent on you).
- Don’t take on everyone’s projects and make them depend on you or you will become the problem and bottle neck of your group
- Don’t leave a monkey interaction without completing the 4 steps:
1. Describe the monkey: must not leave until “next moves” are identified and specified
2. Assign the monkey: monkeys bust be owned and handled at the lowest organizational level consistent with their welfare. Be sure to not be the bottle neck and take on too much that someone else could do. This lowers morale and takes away self-reliance that is important for the team.
3. Insure the monkey: be sure that every monkey leaving you is covered by one of 2 things:
1.) Recommend, then act: employee must come to you with recommendations and ideas and you must approve something before they act on it. (Less trust, but important for risky decisions).
2.) Act, then advise: where the employee acts on their monkeys and makes decisions and updates you along the way and at the end. More trust, better for less important and critical decisions. Usually updates on quarterly or monthly meetings.
4. Check on the monkey: proper and preplanned follow-up meetings to check on the monkey or project – not in a way that makes the employee feel like you doubt their ability.
- The importance on delegating families of monkeys rather than just giving someone 1.
o Be sure you fully trust the person you’re delegating to
o Be sure you are reasonably sure it will be completed
o Be sure that the person you are trusting can fully handle all monkeys involved
- There are three things demanding your time:
1. Boss imposed: being sure your boss is up to date on what you’re doing and keeping them in the loop. Fail: they will take more of your time by requiring meetings and updates more often. Succeed: they will require less of your time by you consistently keeping them up to date and building trust with them so they’re not blind-sighted. Leads to seeming insubordination.
2. System imposed: from peers and the business itself. Communication with others, keeping tabs and up to date, working on projects. If you fail to make correct relationships, all tasks will take longer, taking more time. Build trust and this will take up less time. Be nice! Failure results in seeming procrastination.
3. Self-imposed: two types – 1. Subordinate-imposed time (taking on your team’s monkeys and doing things they should be doing) and 2. Discretionary time – where you can be creative, innovative, plan ahead, lead, and organize. The more you give others back their monkeys, the more discretionary time you have. The more discretionary time you have, the more you can be better at boss-imposed and system-imposed time and lessen that so you have even more discretionary time. More discretionary time = better you.
- Overall, really good. Gave some really good points. Quick read: about 1.5-2 hours. Great implications and practical steps with good illustrations. -
Extra star for being old and amusing. Yes, a little outdated. But the concepts stand. I'm not sure everyone gets the same lessons from this book. To me, this book isn't actually about delegating. It's about setting clear expectations as to the next step needed so that you don't have a thousand half problems waiting on your input or someone else's. I'm not in a management position, but this does help me to get what I want out of my manager, and helps me not to overwhelm my manager. The management perspective in this book can be a little condescending, but it was written for managers so that's a likely perspective for me to have.
From the staff perspective, sure, there is sometimes relief in passing the buck to your manager. But there are many things where I know the next steps will need to be mine and I'm not comfortable leaving the monkey with my manager. I'd rather keep it with me than let it get emaciated elsewhere and end up back with me in terrible shape later. With all of our team working to operate based on the concepts in this book, I know how to make sure to keep my monkeys with me and other people's monkeys with them. Set a meeting, come prepared and with proposed solutions, and walk out of that office knowing I can move forward with my work. That's a perspective you won't see in this book - I don't want to leave my monkey with you to be ignored.
The other thing is the anxiety of knowing that you need to keep an eye on someone else's monkey to make sure they know it's their monkey. Following the concepts in this book, I feel a lot more comfortable asking my coworkers to set clear expectations about whose monkey is whose. If I'm not entirely comfortable telling them it's their monkey (or it could be either of ours) I go with "Okay, so we agree this is what needs to happen next? Can I assign that to you?" Because we share so many responsibilities interchangeably, I need to know who is taking the damn monkey and what they intend to do with it.
I used to feel really frustrated with trying to set those expectations. With most of the team having read this book, I can make it clear I'm not trying to boss anyone around or pass off work - I'm figuring out whose monkey it is and making sure we both know it. There are still lapses. When I find I forgot a monkey in my manager's office a while ago, I come back for round 2 and make sure the monkey leaves with me. -
This was required reading for an operations management training that my organization was putting on. I made the mistake of purchasing the Kindle version. Maybe it was the copy I purchased, but the formatting was horrible and made it nearly impossible to read. I ended up purchasing a paperback version of this book.
The concept of the one minute manager meets the monkey is very interesting. Long story short it is about one person trying to put the monkey on their back onto another person. I see this frequently in many organizations I have been with.
It is nice to say that it is important not to take on other's problems, but at some point, someone needs to own the monkey. What I have seen more often than not is people who should own the monkey, push it down to levels where the person who now owns it has so many things on their plate but they just become overwhelmed and burned out. I have been that person on occasion and I work very hard to make sure the people who report to me do not get bullied into taking on something that someone else should be doing.
Again, an okay book, but I was horribly disappointed in the quality of the ebook on Kindle. -
I don’t quite know how to explain how this book made me feel and I think it is a bit dated. Perhaps for someone who is a manager and is overwhelmed by their team, there are some kernels of insight, but for me, I would not want my manager to be this apathetic. The author makes it seem as if people just bring their problems to their manager, and then are free as a bird while the manager is overwhelmed and exhausted. I personally have never taken a problem to my manager and then had copious amounts of free time… Usually I take a problem to my manager and if for some reason I do pass that “monkey” to them I still have tons of monkeys on my back. Sure, I don’t expect a manager to take away my problems, but I’d like to think if I bring my manager a problem, it is a legitimate problem… I would hope my manager has taught me how to discern the difference so we don’t get to this point. Maybe it’s because I am not a manager, but if I one day become one I hope to guide my team with more empathy, sympathy, and mutual trust.
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Совершенно твердые и уверенные 5 звёзд.
Книга, несмотря на слово "менеджер" в названии - не только про работу. Ведь "обезьяны" могут прыгнуть нам на плечи и в обычной жизни тоже.
Очень просто, понятно и правильно описаны ситуации, с которыми сталкивается каждый, и даже не замечает, что им манипулируют.
Взять на себя дополнительную чужую задачу, потому что коллега мило улыбнулся и сказал "У тебя это так классно получается?"
10-й раз с тяжелым вздохом сказать "Хорошо, я разберусь и вернусь к тебе"?
Знакомо?
Тогда - бегом читать одноминутного менеджера) Множество работающих примеров, как не сажать себе на плечи ненужных "обезьян", при этом не обижая тех, кто пытался их посадить.
А уж если вы руководитель, работающий с людьми - то книга обязательна к прочтению вдвойне. Потому что руководитель под тяжестью сотен обезьян на плечах неэффективен, быстро выгорает, не может эффективно управлять своими сотрудниками и быстро выгорает. -
Surprisingly enjoyable and even uplifting. Short and to the point with good examples. Great for encouraging ownership and accountability. Unfortunately, this self-help book doesn't provide any empirical evidence or even concrete examples, mostly saying "certain projects" instead of actual or even imagined cases. I suppose the authors wrote it that way on purpose so that readers don't say "Oh, well my situation is different. That would never work." Both the message and method are very simple, and I can't see it not working.
Like other books in the "one minute manager" series, this book is a readable story with advice that will provide results that are not easily quantifiable. However, I can say without a doubt that if these lessons are put into practice, great things will happen in the office, home, and other social organizations.
