Years ago, I approached another manager and asked for help resolving an issue. He paused, smiled, and said, “I see what you’re doing—and that monkey is staying on your back.”
At the time, I was confused. Then he introduced me to a classic Who’s Got the Monkey?, originally published in Harvard Business Review. Written by William Oncken Jr., the article uses a simple but powerful metaphor: problems are like monkeys. And in the workplace, those monkeys are constantly looking for a new back to ride on.
Where Is the Monkey?
Imagine a manager walking down the hall when an employee, Jones, approaches:
“Good morning. By the way, we’ve got a problem…”
As Jones explains, the manager quickly realizes two things:
- He knows enough to get involved,
- But not enough to make an immediate decision.
Pressed for time, the manager replies:
“I’m glad you brought this up. Let me think about it, and I’ll get back to you.”
They part ways.
What Just Happened?
Before that interaction, the “monkey” (the problem) was on Jones’s back.
Afterward, it had jumped to the manager’s.
In that brief exchange, the manager unintentionally accepted ownership of the problem. What began as a subordinate’s responsibility became the manager’s burden—along with the expectation to follow up, decide, and resolve it.
This is what Oncken called “subordinate-imposed time”—when leaders spend their time handling problems that should never have left someone else’s plate.
Even more striking: by taking the monkey, the manager has effectively made themselves subordinate to their subordinate—now accountable for progress on a problem they didn’t create.
Why This Matters for Delegation
Delegation isn’t just about assigning tasks—it’s about maintaining ownership. When done poorly, managers become overwhelmed, not because they have too much work, but because they’ve accepted too many monkeys.
Common ways managers accidentally take on monkeys:
- Saying “I’ll handle it” instead of “What do you recommend?”
- Accepting problems without requiring proposed solutions
- Taking responsibility for follow-up instead of setting clear next steps
- Rescuing employees too quickly instead of coaching them through the issue
Keeping the Monkey Where It Belongs
Effective delegation means ensuring the monkey stays with the right owner. Here’s how:
- Require solutions, not just problems: Ask, “What do you think we should do?”
- Clarify next actions: End conversations with clear ownership and deadlines
- Coach, don’t absorb: Guide thinking instead of taking over
- Schedule follow-ups: Let the employee report back rather than chasing updates
A Question Worth Asking
Are you allowing others to place monkeys on your back?
Or are you helping your team develop the skills and confidence to care for their own?
The difference often determines whether a leader feels constantly overwhelmed—or fully in control of their time and team.