Upward delegation... or: the monkey statues

You've probably already heard that a key ingredient for management is to know how to delegate. One aspect is usually not considered, but makes a huge difference, especially for people who recently stepped up into their first management role.

Transitioning into leadership

I still remember my first weeks as a manager back in 2014. When I suddenly had to define which tasks I would keep, which I would completely hand over, and which I would need to be involved with but not focus on.

At the time, I hadn't received a formal training or handbook on management. I had learned some theory about it at university, but that was years back. So I had to rely on what I had seen others do, how I experienced it myself, and of course: trial and error.

A key for me was to make conscious decisions about delegation and not simply let things happen or continue what I had done purely in lack of a decision to do it otherwise.

It turns out that this was a good strategy for me and the feedback I got from my team was affirmative. I was using delegation in a clever way.

One day, at lunchtime in a casual conversation with colleagues, I heard a really funny and clever story that made me aware of a delegation mistake I was sure never to make again.

The monkey statues

Okay, latest now you're thinking "why is he writing about 'monkey statues'? Did he copy-paste the title from a different article? What do monkey statues have to do with delegation?"

A lot.

So here we were chatting over lunch. One of the more seasoned managers explained that once, years ago, he had learned something in a management seminar that he had never forgotten and still applied regularly.

The danger of upward delegation.

That's when a team members (perhaps a former colleague) comes to you and asks you for help. Or maybe even asks you to take over a task they're struggling with.

Do you accept them? Always, sometimes, never?

When one of these situations occur, imagine they're walking into your office with a little statue of a monkey. They are asking if they can leave it on your desk.

One looks nice. Kinda fun to have it there next to your screen. There is a lot of room, so why not.

Then the next day, another colleague with the next monkey statue comes along. It looks different and goes well with the other statue. So you accept it.

A few weeks later, you find yourself with a whole desk filled with monkey statues. You can hardly find your computer. Your manager thinks you're overwhelmed with your management role and not performing your tasks well. Of course, there are 7 monkey statues on your keyboard, how could you?!

On the other hand, your team's desks are neat and tidy. Of course, they got rid of their monkey statues and enjoy the free space, free time, free minds.

And you're trying to get rid of the darn things!

Learn to say "no"

So, the next time Megan walks in and you can tell she has a monkey statue hidden behind her back, find out what she needs to perform the task by herself.

Here are some guiding questions that can help you through the situation:

Does she need your at all?

Does she need some support from you to get started?

What's the minimum of help she needs from you?

Does she need some support from you during the task to be able to continue?

Does she need someone else's expertise?

What's missing for her to be able to perform the task on her own?

Is it a time issue, a skills issue, a willingness issue?

Does she really have no chance to solve it on her own?

Are you the only one who can help?

Should someone else perform the task?

You can find answers to these questions during a conversation. The more you lead your team members to think on their own, the less you need to have these conversations.

My approach was to guide my team to try to solve things as far as possible. And if they got stuck, my door was open. But I required them to come with solution proposals along with an explanation how they would proceed. I would rarely take the decision for them, I'd coach them to take the decision on their own.

There were some complex cases where I'd add some expertise. I.e. giving insights from different departments or hierarchies that they were not aware of.

I always confirmed that they were welcome to come anytime they got stuck, but with the mentioned approach, they rarely got stuck resp. it happened much later along the way.

I had brought them into a solution-based mindset rather than a problem-based mindset.

I had inspired them to take care of their own monkey statues rather than counting on me or someone else to take care for them.

Conclusion

The monkey statues piling up on your desk are such a strong image that you will keep in your mind whenever you find yourself in a situation of attempted upward delegation.

And that's a good thing. It will remind you to deal with it in a clever way. Empowering your team to take their own decisions. And at the same time, showing that you're there to help. Helping by coaching, not by accepting custody over every monkey statue that comes along.

About the author

I am a Career Coach who supports supply chain professionals in the first years of their career.

In my online coaching programs, you benefit from my years of experience in corporate supply chain combined with my passion to support people in their growth.

Do you want to reach your next career step? Then drop me a line on LinkedIn and let's talk!

??"I wonder if he realizes that his pic alongside all the monkey pics in this article makes him look like another monkey?"