If you can relate to the following situation, you should
definitely read the article:
Let us imagine that a manager is walking down the hall and
that he notices one of his subordinates, Jones, coming his way. When the two
meet, Jones greets the manager with, “Good morning. By the way, we’ve got a
problem. You see …. “As Jones continues, the manager recognizes in this problem
the two characteristics common to all the problems his subordinates
gratuitously bring to his attention. Namely, the manager knows (a) enough to
get involved, but (b)not enough to make the on-the-spot decision expected of
him. Eventually, the manager says, “So glad you brought this up. I’m in a rush
right now. Meanwhile, let me think about it, and I’ll let you know.” Then he
and Jones part company.
You’ve just allowed the actual problem or “monkey” to leap
from your employee back to yours.
Imagine taking too many monkeys and you won’t be able to
handle your actual job ! The problem your employee might have is probably very
important to solve, but it’s his own problem, not yours and you should as much
as possible encourage your employee to take responsibilities for their own
problem. Now, your goal as a manager at any given level, is to be able to
develop your employee’s initiative and sense of ownership. For some people you
might need some coaching to help them figure out their own problem, push them to
ask themselves the right question, consider different options.
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