Many people in an organization focus on managing the boss rather than doing their own job. What better way to manage the boss than to constantly seek her/his guidance on everything? Then, the boss can be flattered that you want his/her help, and will also take the blame if anything goes wrong. Insecure bosses like to be involved, so that fewer "errors" occur.
This wonderful book points out that no one can learn without making errors. Also, if you and your subordinate are doing the same job, one of you is superfluous. A common source of stalled thinking in this area is focusing on the fact that you, as manager, can do the job better and faster than you can teach the task or job to someone. What managers fail to realize is that someone closer to the source of the problem should be able to come up with a better solution. Also, the time taken to teach someone else to do the task is usually much less over a year or two than the time taken to help someone learn the task.
The key problem is that we all like to fall back on doing what we are comfortable with and are good at rather than new challenges where we are not so competent. Banish that feeling!
This book 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.
Good luck with taking care of your monkey business! It's an important step toward developing an irresistible growth enterprise.
A good meter for a manager to know if he has too many monkeys is by comparing e-mail inbaskets, since that is where so many of us spend much of our time nowadays. My own is usually over 300 items while my staff's is usually under 20. I thought about each of these as a monkey and then also thought back over all the one-on-one conversations I had had with each of them (7 people). In most cases, it was usually left that I would do something next, and that fits in perfectly with this book. True to the book and the tape, I spend countless hours to catch up, only to fall further behind.
The book is pretty good, but the tape is far superior. There are two tapes; the first one is a speech by Bill Oncken Jr, and he is just a fantastic story-teller. He really brings to life the story of the manager whose staff is all waiting on him, the stress he feels, and the revelation that hits him when he sees them golfing when he goes in on the weekend. Of course this is all written before the days of e-mail, but it still works. You can feel the energy in his voice rising as he turns his life around and puts all the monkeys back where they belong, and the final line where he gets the whole audience to shout "HOW'S IT GOING?!" to the new monkey-owner is a great ending.
The second tape is Ken Blanchard delivering the rest of the material, and while he's entertaining, it's not nearly as good as Oncken's "day-in-the-life" tale. He ties the material back to the One-Minute Manager, and touches on some psychological issues.
They also stress that this isn't just an exercise in delegating and taking work off the manager's hand, it is just as important as a developmental process for the subordinate.
As a side-note, it's interesting that there is no mention anywhere in the book of Spencer Johnson, the co-author of the original book The One Minute Manager, who invented the system. In all the author biographies and Thank-You's, he is never mentioned, I wonder if he and Blanchard had a parting of company. And the book itself makes almost no mention at all about what One-Minute Manager is all about, it seems just a way to put a popular title to a book about monkey management,
although I think this monkey manual is the better book.