What then ends up happening is that the manager keeps only the monkeys that only she/he can handle. The rest are now handled by team members who have grown in confidence and capability as a result of the increased autonomy.

a. Rule #1: Description = The “next moves” are specified. The dialogue must not end until appropriate “next moves” have been identified and specified. In the book, the word “coaching” is also mentioned. For me, coaching is to not solve your subordinates’ problems but to gently lead them to their solution. Put differently, learn them to question themselves. Another important message of the book to me is that your primary goal should be to develop others and give them the chance to level-up at their games. As the quote before states, intervene only as much as necessary, but as little as possible. In short enable and empower others!Then, a few weeks later something happens and I've got this issue and I need one of the execs to help me with it. At the end, the exec says something about monkeys and gives me a copy of the book. Oh, the Monkey book....I guess I needed it. So, I read it. You learn to replace the psychological rewards of doing with the rewards of managing i.e. deriving satisfaction from what people do and being recognized, paid and promoted accordingly,’ write the authors.

Ultimately The One Minute Manager Meets the Monkey is a time-management tool; so often I find leadership teams are working longer hours and harder than the the rest of the company, because they are taking on everyone else’s work as well as their own.

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Access-restricted-item true Addeddate 2009-12-14 13:14:34 Bookplateleaf 0004 Boxid IA102324 Boxid_2 CH127021 Camera Canon 5D City New York Containerid_2 X0008 Edition 1st ed. External-identifier At this desperate moment our protagonist meets the “The One Minute Manager” — we already know from the first book — for lunch to seek his help. During the lunch, the new manager tells him about his current situation and more specifically tells him stories about how he works together with his subordinates. He also tells him that he even already attended a time management seminar. But while things got a little better for a while and he managed to take on even more work, he ultimately ended up with the same problem, just doing more work. The management dilemma & a vicious cycle 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). Problems arise when the manager takes over responsibility for the ‘Monkey’ which effectively makes him/her the worker and turns the subordinate into a supervisor.

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. Individuals who think they are irreplaceable because they are indispensable tend to get replaced for the harm they do. A ‘Monkey’ is defined as the next move for every task or project to be carried out in an organisation. Swift and obvious penalties pursue those who treat other people’s requirements in a light-hearted, cavalier fashion.

The one minute manager meets the monkey

Surprising to our new manager, his boss tells him to take care of this himself and only gives him the advice that it is his job to get his subordinates ready.

In their remaining conversation they go over further examples and our manager starts to reflect on his actions and how he eventually even facilitated all this. As a response, The One Minute manager describes another important thing:One simple idea can set you free: Don't take on a problem if it isn't yours! One of the most liberating books in the extraordinary One Minute Manager Library teaches managers an unforgettable lesson: how to have time to do what they want and need to do. Are you trying to give the monkey to me? Was a question that became popular among middlemanagers that had been on a organisation prescribed training during the early years of the 21th century. It was actually a derogatory way of speaking of problems that people came bringing to your office in hopes of leaving them in your care to solve them. From here on I make it brief and only add a few sentences of my own interpretation to each rule, since understanding the rules should be a matter of reading the book and/or experiencing them yourself. 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.