Wednesday 28 November 2018

Whose “Monkey” Is It?

In management speak you may have heard the expression “to put the monkey on someone’s back”.  This refers to the process whereby one person transfers responsibility for solving their problem to another.  Sometimes, this is correct (e.g. when the first doesn't have the experience, technical skills or authority).  At other times, it’s due to more devious reasons.

The ability to distinguish between when the monkey should be on your back as opposed to on someone else’s is a key skill for managers.  Look at the following two examples and decide whether “A” or “B” should be carrying the monkey.

Case 1
A: Boss, there’s a customer with a problem who wants to see you.  
B: What’s the problem?
A: I don't know, but they asked to see you.

Case 2:
A: Boss, there’s a customer with a problem who wants to see you.  After finding out what it was, I can see that I don't have the authority to approve the refund of the charges we took, so wonder if you could see them.
B: OK.

In the first case, “A” should have found out what the problem was before speaking to his/her manager. It could have been a problem that they could have handled on their own without involving them.  Of course, if the customer demands to “see the manager”, it can be difficult to refuse without making the situation worse, but simply passing the proverbial buck without trying to find out if we can help isn’t the way.

In the second case, “A”, checked what the problem was and realised that he/she wouldn’t be unable to bring it to a complete close.  He/she was right to refer at this time.

Now take a third example:

Case 3:
A: Boss, there’s a customer with a problem who wanted to see you.  After finding out what it was, I realised that I could [insert suitable action here] to sort it out.  I also suggested that they checked back in a week’s time to make sure things were still working and, if not, that we could look at giving them a refund.  As I don't have the authority to approve the refund of the charges we took, I’d need your support on that.
B: OK.

Here, the team member has diagnosed the problem, suggested a solution and worked out a backup in case it doesn't work out.  

In an ideal world, this is the level to which we want to train our team.  For this, they need:
  • Technical knowledge;
  • Experience;
  • Problem diagnosing and solving skills;
  • Limits of authority.

If any of these elements are lacking, they can’t do the job we need them to.  The monkey has to climb onto our backs.  It’s amazing how often one sees exactly these circumstances, with managers complaining that their people “can’t cope” and “pass all the decision-making to me”.

It all starts with selecting the “right” people (and paying them appropriately).  We’ve all heard the classic saying “You get what you pay for” – it applies across the board.  If we want good problem-solvers who really can take some of the strain, we need to pay them and then train them.  Equally, if someone isn't measuring up, we need to train them more or move them.

We can only put the monkey on someone else’s back if they’re trained (and authorised) to carry it.


I have spent more than half my life delivering change in different world markets from the most developed to “emerging” economies. With more than 20 years in international financial services around the world running different operations and lending businesses, I started my own Consultancy to provide solutions for improving performance, productivity and risk management.  I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email. My websiteprovides a full picture of my portfolio of services.  For strategic questions that you should be asking yourself, follow me at @wkm610.

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posted by William Martin @ 08:51

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