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The One Minute Manager Meets the Monkey Audio, Cassette – Abridged, Audiobook
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From Publishers Weekly
In this latest in the One Minute Manager series, the authors chastise executives who never have time for family or their own job enhancement because they accept too many responsibilities--"monkeys" clinging to their backs--that properly belong to their staffs. Based on seminars conducted by the late Oncken, the book explains in simple-minded if abstract terms how to achieve a balance between supervision and delegation for reduced tension and improved productivity. "There is a high correlation between self-reliance and morale," stress the authors. With humor and logic they describe the delicate business of assigning monkeys to the right masters and keeping them healthy, i.e., fed and cared for: " . . . if monkeys are managed properly, you don't have to manage people so much." Unequivocal assignments, proper coaching and interim check-ups, according to this program, can lead to effective delegation and, with it, a better life at home and office. BOMC selection.
Copyright 1989 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
"Helpful, insightful...fits the one-minute theme perfectly." -- --Booklist
"Outstanding! Delightful reading and first-rate advice." -- --Forrest Patton, Author of Psychology of Closing Sales; President, Patton Communications Houston, Texas
"The 'Monkey Story' humorously illustrates invaluable principles for managers at all levels, principles that can be put to use immediately." -- --Phil Pellegrino, Vice President of Sales, Oscar Mayer Food Corporation, Madison, Wisconsin
"Unbeliebable! Three of today's literary business giants have temaed up to write an all-time best seller for business people everywhere." -- --Charles "Red" Scott, President and CEO Intermark Inc. and The Trident Group Ltd. --This text refers to an out of print or unavailable edition of this title.
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Top Customer Reviews
This wonderful book points out that no one can learn without making errors. Also, if you and your subordinate are doing the same job, one of you is superfluous. A common source of stalled thinking in this area is focusing on the fact that you, as manager, can do the job better and faster than you can teach the task or job to someone. What managers fail to realize is that someone closer to the source of the problem should be able to come up with a better solution. Also, the time taken to teach someone else to do the task is usually much less over a year or two than the time taken to help someone learn the task.
The key problem is that we all like to fall back on doing what we are comfortable with and are good at rather than new challenges where we are not so competent. Banish that feeling!
This book gives you lots of practical ideas for how to respond to efforts by your subordinates and colleagues to delegate their work and responsibility to you. You will learn how to see them coming and to keep the monkey where it belongs: with them.
If you find that you are pressed for time, this book is an important source of ideas to free up your life to have less stress while you and your organization both accomplish more.
Good luck with taking care of your monkey business! It's an important step toward developing an irresistible growth enterprise.
The book is based on the premise that each problem that manifests itself in your business can be likened to a 'monkey' that sits on your back or pesters you. When you sit to discuss a problem with an employee, the problem or monkey, takes one step off of your employees back and places one foot on yours.
The two of you discuss the problem for a bit. Often (I've been guilty of this many times), the manager tells the employee that they personally would like to think about it or take some course of action and get back to the employee regarding the problem. At this point the monkey is entirely free from the employee and has both feet planted on the manager.
I found the analogy to be true, and helpful in the sense that many problems are dynamic processes, and likening them to an animal on someone's back (or straddled between two people's back) is a good way of visualizing accountability.
The risk of the manager taking on the monkey is that they becomes the bottleneck for the problems to be solved. It is often made worse by the fact that often a manager can in fact solve the employee's problem better and perhaps faster than the employee in question. The book argues this is irrelevant, as this results in less overall output for the organization and amounts to the manager essentially doing the employee's work for them.
What the book basically argues is that problems should generally stay with employees. Decisions should be made as low organizationally as possible... Sometimes though a problem or monkey is rightfully one that the manager should take on.
When encountering a problem, the process (from the book):
1) Define the problem and determine the next appropriate moves
2) Assign the problem at the appropriate organizational level (as low as possible)
3) Place insurance on the problem (for low-risk problems let the employee act and advise you later. For high risk problems, let the employee get back to you with recommendations from which you'll pick the next course of action)
4) Follow up / assess progress
Sometimes an employee will still come to you with questions, or still have the expectation that the problem is still somehow your monkey... It takes time to allow people to become fully accountable. The book advises pushing people to do their best - by letting them own a monkey that organizationally is appropriate for them to handle. Mistakes are ok, and are necessary for people to learn, so long as they are not costly ones.
While I liked the book, I found that it was quite drawn out in delivering the message from above. It could have been more concise (despite the fact that it is only 130 pages in large typeface)...
What also was sorely lacking in the book were case studies. This is really an ok / enjoyable read that could have been amazing with some extra work on the specifics of implementation. The book was written in highly general terms, and in my humble opinion not quite good enough to earn the 4/5 star reviews others have given it.
I still like the book and would recommend reading it (only took a couple hours or so), but I'm certain that there are better books on management out there that could be higher on the list.
Why? Like The One Minute Manager, the format is clear and easy to read both in small chunks or all at once. No, it isn't dumbed down in any way; it's skillfully formatted so that it's easy to read (the reprint is dense, small type) and organized in such a way as to make it easy to return to key concepts.
Too many managers that I've worked with get so involved in the big picture that they forget the basics of managing workflow and avoiding unclear deadlines, a systematic check-in process and avoiding boomerang assignments. You may have once known all the techniques in this book - and if you're not using them, you'll want this reminder.
There are so many business books out there that offer complex theories and require a PHD to read.
Kenneth Blanchard created yet another easy to read classic that will help me not only grow my business and help my clients, it gave me some great lessons to share with my grandchildren too.
Full of practical, simple advice and stories that can help you identify the monkey business in your life, and get the monkeys off your back!
AA++ mate! Looking forward to more! See you in Austin!
20/20 Ex Hostage - Professional Visionary
Formerly known as John Wingert