What is "Management Time: Who’s Got the Monkey?" about?

"Management Time: Who’s Got the Monkey?" is a classic Harvard Business Review article that explores the dynamics of delegation and responsibility between managers and their subordinates, peers, and superiors. It introduces the "monkey" metaphor to represent tasks or problems, emphasizing the importance of clearly defining who is responsible for the next action to prevent managerial overload.

Who should read "Management Time: Who’s Got the Monkey?"

This article is primarily for managers at all levels who struggle with time management, delegation, and feeling overwhelmed by tasks that seemingly originate from their subordinates. It is also beneficial for team leads and individual contributors seeking to understand effective delegation and responsibility distribution within an organization.

How does the "monkey" concept differ from other delegation strategies?

Unlike generic delegation advice, the "monkey" concept specifically focuses on proactive management of tasks and problems by clearly assigning ownership of the "next move." It encourages managers to avoid "accepting" monkeys from subordinates, thereby preventing reverse delegation and ensuring that responsibility for progress remains with the appropriate party.

When is it useful to apply the principles from "Who’s Got the Monkey?"

The principles are useful whenever a manager finds themselves consistently taking on tasks that originated from their subordinates, or when subordinates seem to lack initiative in resolving issues they presented. It's particularly relevant during one-on-one meetings and project discussions where tasks are assigned or problems are brought up for resolution.

What is a practical takeaway from the "monkey" concept for daily management?

A practical takeaway is that a "monkey" should always have a designated owner and a specific next step before leaving a manager's office or attention. Managers should train subordinates to come with proposed solutions, not just problems, and ensure the "monkey" leaves with the subordinate, not the manager.

hbr.org · 19 MAY '24

Management Time: Who’s Got the Monkey?

Item: Management Time: Who’s Got the Monkey?
Rating: 5
Author: Simon Frey

This HBR classic explains why managers feel perpetually busy and subordinates less so, often due to mismanaged delegation. It introduces the "monkey" concept to clarify task ownership and responsibility, urging managers to offload rather than accept new tasks from reports.

Visit hbr.org →

Questions & Answers

What is "Management Time: Who’s Got the Monkey?" about?: "Management Time: Who’s Got the Monkey?" is a classic Harvard Business Review article that explores the dynamics of delegation and responsibility between managers and their subordinates, peers, and superiors. It introduces the "monkey" metaphor to represent tasks or problems, emphasizing the importance of clearly defining who is responsible for the next action to prevent managerial overload.
Who should read "Management Time: Who’s Got the Monkey?": This article is primarily for managers at all levels who struggle with time management, delegation, and feeling overwhelmed by tasks that seemingly originate from their subordinates. It is also beneficial for team leads and individual contributors seeking to understand effective delegation and responsibility distribution within an organization.
How does the "monkey" concept differ from other delegation strategies?: Unlike generic delegation advice, the "monkey" concept specifically focuses on proactive management of tasks and problems by clearly assigning ownership of the "next move." It encourages managers to avoid "accepting" monkeys from subordinates, thereby preventing reverse delegation and ensuring that responsibility for progress remains with the appropriate party.
When is it useful to apply the principles from "Who’s Got the Monkey?": The principles are useful whenever a manager finds themselves consistently taking on tasks that originated from their subordinates, or when subordinates seem to lack initiative in resolving issues they presented. It's particularly relevant during one-on-one meetings and project discussions where tasks are assigned or problems are brought up for resolution.
What is a practical takeaway from the "monkey" concept for daily management?: A practical takeaway is that a "monkey" should always have a designated owner and a specific next step before leaving a manager's office or attention. Managers should train subordinates to come with proposed solutions, not just problems, and ensure the "monkey" leaves with the subordinate, not the manager.