If you’re reading this, I’m willing to bet you have an excess of monkeys on your back.
Let me back up for a moment. As a business owner, entrepreneur, leader, and so on, you’re ultimately a manager of people. And the most effective way for a manager to operate is by delegation. I’ve said this on the show before, but a manager should be doing little in the way of fulfillment work, so they can focus on the entirely separate domain of management.
So what happens when your subordinates try and delegate up to you?
It’s a lot more subtle than you think. When you take on a task from your team members inappropriately, you add a monkey onto your back. Unless you’re careful about what you agree to and from whom, you can end up feeding a lot more monkeys than you have time for.
On this week’s episode of Incremental Progress, I’ll explain exactly what happens when you start working for your subordinates and what you can do to avoid collecting so many monkeys.
Purchase the HBR Article, Management Time: Who’s Got the Monkey?