Delegate the Monkeys

When I was a lieutenant at Ft. Stewart, GA, I was made to read Harvard Business Review’s Management Time: Who’s Got the Monkey? I have since maintained a copy of it with me for over 15 years. Through this article, I have been able to see “monkeys” coming at me, and anticipate keeping them off my back.

The article, which uses monkeys as a metaphor for tasks people dump on you (intentionally or not), outlines how easily other people’s problems can all of a sudden become your problems. As supervisors and leaders, we want to help people with tactical tasks, but we must use delegation and empowerment skills to make a real difference.

HBR paints the picture of a boss and a subordinate innocuously engaged in conversation when all of sudden the boss asks, “What’s going on?” All of sudden, the employee spews out their concerns and worries (the monkeys), because, hey, he asked. Reacting as a helper, the boss then takes on the task of fixing said problems.

I’ve seen this exact scenario play out in real life. I’ve listened to officers and NCOs rattle on about their ever-growing to-do list, half of which are items related to other people. I need to help sergeant so-and-so get financial training…I need to help my boss with a project because she asked me directly ....I need to follow-up on that operations order that the planning cell asked for… and so on. Do you really need to do all these things? Most people in the military want to help, but being the person to actually carry out a task probably is not the best use of your time, nor does it allow others to learn for themselves.

Just recently, I had a subordinate in my office wanting to discuss their career progression. Although the employee is an upstanding member of the team, there were a variety of reasons their anticipated promotion path would be delayed. In the midst of the meeting, I bit my tongue to ask, “What can I do to help?” I listened to their concerns, but I had to change the narrative to, “What are you going to do?” Like a tennis volley, I kept the ball in their court and let them conceptualize the next step, not me.

Empowering others to not only do but think for themselves is a concerted and conscious effort. As the boss, leader, or supervisor, you probably know what needs to get done and, sometimes, it is just easier to do the job yourself. But, no! Leaders must teach others to fish, not fish for others. To properly empower subordinates, they must feel safe to fail. A culture of learning by punishment does not a thriving unit make. 

My unit recently participated in a couple really cool exercises, one in Alaska and one in Guam. I easily could have run the show. I could have ensured everyone behaved, did their jobs, and had fun. However, being that authoritative figure during a TDY was not an area I needed to improve upon. I needed my own lieutenant to practice being the boss. I met with the officer and reviewed what my expectations were regarding planning and communication. Then, I let her fly. Before, during, and after the events, I checked on her now and then. I asked the airmen how things were going; they felt informed, ready, and excited. I felt that way, too.

Taking the time to teach and empower are investments leaders absolutely must make. Tasks must be delegated to the lowest level. Opportunities must be afforded to aspiring leaders so that they may confidently guide the ship when orders or superior leaders are missing. 

Should a leader ever end up with the monkey, it must be “fed or shot.” Get rid of it (transfer to someone else), or give it the attention it needs. Some things truly must be handled by you, such as matters of the most sensitive nature. However, you can only have so many monkeys on your back. Use your team to manage the menagerie before it burns you out or nips at your fingers.