Ever noticed how some of the best business stories involve monkeys?
At Google X, it’s all about #MonkeyFirst.
Why?
Because training the monkey is harder than building the pedestal.
After all, anyone can build a pedestal, right?
An interesting question came up in my coaching community: "Why do managers run out of time while subordinates run out of work?"
In the age of Alexandria 2.0, where knowledge is just a click away, where learning resources are all over the place, and finding the motivation to dive deep is as rare as spotting a unicorn, I stumbled upon yet another monkey.
When I first saw it I laughed.
Because it’s true.
But when I think about it, it’s not funny at all.
Because it’s true.
It’s a classic scenario that will surely make you nod in recognition.
In walks the monkey.
"Who’s got the monkey? Let us imagine that a manager is walking down the hall and that he notices one of his subordinates, Jones, coming his way. When the two meet, Jones greets the manager with, “Good morning. By the way, we’ve got a problem. You see….” As Jones continues, the manager recognizes in this problem the two characteristics common to all the problems his subordinates gratuitously bring to his attention. Namely, the manager knows (a) enough to get involved, but (b) not enough to make the on-the-spot decision expected of him. Eventually, the manager says, “So glad you brought this up. I’m in a rush right now. Meanwhile, let me think about it, and I’ll let you know.” Then he and Jones part company. Let us analyze what just happened. Before the two of them met, on whose back was the “monkey”? The subordinate’s. After they parted, on whose back was it? The manager’s." - William Oncken Jr and Donald L. Wass (Harvard Business Review, 1999)
So, what's going on in this hallway encounter?
In the hustle and bustle of the corporate world, we often find ourselves in situations where subordinates bring their problems to us, expecting us to have all the answers.
It's a common challenge, we've all been there, right?
A casual hallway chat, a cheerful “Morning," and boom, they drop a problem bomb on you.
It's like a scene from a bad comedy and suddenly, you’re faced with an unexpected problem.
In that instant, you need to recognize two telltale characteristics of this problem.
First, you know enough to get involved, and second, you don’t know enough to whip out an instant solution.
What happens next is crucial.
You, not wanting to appear dismissive, assure your subordinate that you’ll think about it and get back to her later.
In the blink of an eye, the monkey has jumped from the subordinate's back to yours.
This scenario beautifully highlights the challenge many organizations face — the "easy button" trap.
In this culture, employees pass the monkey, or the responsibility, to their superiors, and managers become the ultimate monkey handlers.
This doesn't just slow things down; it stifles growth and creativity.
Sure, it's normal to lend a hand with problems, but sometimes you get so tangled in other people's monkeys that you can't do your own things.
Plus, it encourages more folks to dump their issues on your plate, hoping you'll work your magic.
Instead of taking on the "monkey," it's time to challenge the monkey right there.
Ask for the key details they lack.
Make them think and take responsibility.
The key phrase in your arsenal is: What would you recommend? Can you put it in a Google doc and share it with others?
By doing so, you shift the focus back to them.
It's their monkey, after all.
PS. Do you struggle to set yourself apart from your competitors? Does your tone of voice lack a little personality? Either way, get in touch and I’ll help you become remarkable. Or get more communication advice that doesn't suck here.
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