Time Management: Who's Got the Monkey? A Simple Explanation

The "Who's Got the Monkey?" theory is a widely recognized concept in time management and leadership, first introduced by William Oncken Jr. and Donald L. Wass in a 1974 Harvard Business Review article. This theory has since become a staple in management education, providing a practical framework for leaders to effectively manage their time, delegate tasks, and empower their teams. Let′s explore the theory′s core ideas, its implications for managers, and how it can be applied in real-world situations.

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The Origins of the Monkey Theory

The theory is built around a metaphorical "monkey," representing a task or problem that must be addressed. The monkey is "on the back" of whoever is responsible for the next move. In the context of a workplace, this could be a decision that needs to be made, a task that needs to be completed, or a problem that requires a solution.

The primary focus of the theory is on the interactions between managers and their subordinates, particularly in how tasks are delegated and how responsibility is transferred. The theory identifies a common problem in management: the tendency for managers to unintentionally take on tasks that should be handled by their employees. This happens when an employee brings a problem to the manager, and instead of guiding the employee to solve it, the manager takes over, thus taking on the "monkey."

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Understanding the Monkeys

Let’s break down the theory with a scenario:

Scenario: A manager (let's call her Mary) and her employee (Joe) are discussing a project. During the discussion, Joe mentions an issue he’s facing—he’s unsure how to proceed with a particular part of the project.

The Monkey: The issue Joe brings up is the monkey. At this moment, the monkey is on Joe’s back because he is the one responsible for resolving the issue.

The Transfer: If Mary, the manager, says, “Let me think about it and I’ll get back to you,” she has just taken the monkey from Joe’s back and placed it onto her own. Now, Mary is responsible for solving the problem, and Joe is relieved of that responsibility. This is a common occurrence in many workplaces.

The Problem: By taking the monkey, Mary now has one more task on her plate, while Joe has one less. Over time, if this happens repeatedly, Mary will become overwhelmed with too many monkeys (tasks), while Joe may become less engaged and less capable of handling problems independently.

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The Three Types of Management Time

Oncken and Wass identified three types of management time:

1. Boss-Imposed Time: This is the time that the manager spends fulfilling requests or tasks imposed by their superiors. These are non-negotiable tasks that must be completed.
2. System-Imposed Time: This is time spent on tasks required by the organization’s processes, such as meetings, reports, or compliance-related activities.
3. Self-Imposed Time: This is the time that managers have control over. It includes tasks they choose to do themselves and time spent helping their employees with their tasks.

The theory primarily focuses on self-imposed time, particularly on tasks that are not genuinely the manager’s responsibility but are taken on due to poor delegation or a misguided sense of duty.

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Five Degrees of Initiative

One of the core elements of the "Who's Got the Monkey?" theory is teaching managers to encourage their employees to take the appropriate level of initiative when dealing with tasks or problems. Oncken and Wass outline five degrees of initiative that employees can take:

1. Wait until told: The employee does nothing until given explicit instructions. This is the lowest level of initiative and requires the manager’s constant attention.
2. Ask what to do: The employee identifies a problem and asks the manager for instructions on how to proceed. This still places a burden on the manager but shows more initiative than waiting passively.
3. Recommend, then act: The employee suggests a course of action to the manager and proceeds if the manager approves. This approach begins to shift responsibility back to the employee.
4. Act, then advise: The employee takes action on their own and informs the manager afterward. This demonstrates a higher level of initiative and confidence in decision-making.
5. Act on their own: The employee independently handles the situation without involving the manager. This is the highest level of initiative and indicates strong trust and competence.

Managers should aim to encourage their employees to operate at the highest level of initiative that their competence allows, which reduces the likelihood of monkeys landing on the manager’s back.

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Keeping the Monkey Where It Belongs

The goal of effective management is to keep monkeys on the backs of those who should be handling them—the employees. This requires managers to:

1. Clarify Roles and Responsibilities: Ensure that each employee knows what they are responsible for and has the authority to make decisions within their role.
2. Develop Problem-Solving Skills: Instead of providing answers, managers should guide employees to find their solutions. This empowers employees and builds their confidence.
3. Set Clear Boundaries: Managers should make it clear when they will step in and when employees are expected to handle tasks on their own. This prevents unnecessary escalation of tasks to the manager’s level.
4. Follow-Up Appropriately: While managers should not take over tasks, they should still follow up to ensure that employees are handling their responsibilities effectively. This might involve setting deadlines or checkpoints to monitor progress.

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Practical Applications of the Theory

In a real-world business environment, applying the "Who's Got the Monkey?" theory can lead to significant improvements in both managerial effectiveness and team performance. Here’s how:

1. Better Time Management: By not taking on tasks that don’t belong to them, managers free up time to focus on strategic priorities. This improves overall productivity and allows managers to be more proactive rather than reactive.
2. Empowered Employees: When employees are encouraged to solve their problems, they become more engaged and develop a greater sense of ownership over their work. This can lead to increased job satisfaction and lower turnover rates.
3. Improved Decision-Making: By pushing decisions down to the lowest possible level, where the information is freshest, organizations can become more agile and responsive to changes.
4. Reduced Stress: Managers who constantly take on their employees’ monkeys often experience burnout and stress. By keeping the monkeys with their rightful owners, managers can maintain a healthier work-life balance.

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Challenges in Implementation

While the theory is straightforward, its implementation can be challenging for several reasons:

1. Habitual Behavior: Many managers are used to taking on tasks because they believe it’s quicker or because they want to maintain control. Changing this habit requires a conscious effort and commitment to new ways of working.
2. Employee Reluctance: Some employees may be reluctant to take on more responsibility, either due to a lack of confidence or fear of making mistakes. Managers need to provide support and create a safe environment where employees feel comfortable taking risks.
3. Organizational Culture: In some organizations, there may be a culture of dependency, where employees are used to passing problems up the chain of command. Changing this culture requires strong leadership and consistent reinforcement of the new approach.

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The "Who's Got the Monkey?" theory offers a powerful framework for improving time management and delegation in a managerial context. By keeping monkeys with their rightful owners, managers can focus on what truly matters, employees can grow in their roles, and organizations can operate more efficiently.

This approach requires a shift in mindset, from one of taking control to one of empowering others. When applied consistently, it leads to a more balanced distribution of work, healthier manager-employee relationships, and a more productive workplace overall. The key takeaway for any manager is not to take on unnecessary monkeys. Instead, equip your team to handle them; you’ll all benefit in the long run.

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#monkeybusiness

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Horacio Ramírez / Event Production / Marketing

Bibliography

Oncken, William Jr., and Donald L. Wass. "Management Time: Who's Got the Monkey?" Harvard Business Review, November-December 1974. Available online: https://hbr.org/1999/11/management-time-whos-got-the-monkey