Monkey Management Management Law "How to Manage Subordinates"
The monkey management rule refers to the attitude of managers and subordinates when dealing with problems. The key is that the work that should be done by subordinate employees on their own is handed over to the boss because of evasion of responsibility. If the management is handed over to the boss, obviously, the manager's own time will become very insufficient.
"monkey" = problem
Are you a problem solver? If your subordinates admire you, you may be quite happy. But after that, he asked you for almost everything, what do you think? Do you feel like you're running out of time and start checking if something's wrong with your management?
One day, one of your subordinates bumped into you in the corridor of the office. The subordinate stopped and asked, "Boss, I have a question. I have been wanting to ask you what to do." At this time, the subordinate had a The "monkey" who only needs to take care of, then he reported the problem like this. Even though you have important things to do, you are too embarrassed to disappoint your subordinates who are eager to get things done. You listen very carefully... Slowly, one of the "monkey"'s feet is quietly resting on your shoulders.
You've been listening carefully, nodding from time to time, and after a few minutes, you say to him that this is a very good question and would love to hear from him first, and ask, "What do you think?"
"Boss, I had to ask you for help just because I couldn't think of a way."
"No, you must be able to find a better way." You look at your watch, "Well, I happen to be in a hurry right now, I'll be free after four o'clock tomorrow afternoon, then you can come to us with some solutions. Let's discuss together." Before saying goodbye, you didn't forget to add: "Didn't you just receive 'brainstorming' training? I really can't think of it, find a few partners for a 'brainstorming', and I will wait for your answers tomorrow."
"Monkey" quietly withdrew the foot that was on your body and continued to stay on the shoulder of this subordinate.
The next day, the subordinates came as scheduled. Judging from the expression on his face, he seemed to have a plan: "Boss, according to your advice, we have 5 solutions that we think are okay, but we don't know which one is better. Now it's up to you to decide." You can see at a glance which is better, and don't rush to help him decide. Otherwise, he will depend on you in the future, or if things don't go well, he will definitely say: "Boss, you can't blame me, I will do it according to your opinion."
When making decisions, keep the following guidelines in mind:
1. When subordinates make decisions, they must learn to make decisions by themselves;
Second, making decisions means taking responsibility for your own decisions. Do not want to make decisions, often subconsciously, he does not want to take responsibility;
3. There are generally two reasons why subordinates don’t think about problems and are not used to making decisions: one is that they have “entrustment thinking” and rely on their superiors or others. Such subordinates cannot be of great use; Enjoy the sense of accomplishment that others take orders from you, such a boss and the team he leads are difficult to handle complex tasks;
Fourth, let the subordinates think of ways and make decisions by themselves, which is to train the subordinates to think independently and take responsibility.
The conversation continues. You excitedly say, "Great, so many good options. Which one do you think is better in comparison?"
"I think Plan A is better."
"This is indeed a good plan, but have you considered what to do if this happens?"
"Oh, it makes sense, it seems that the E plan is better."
"This plan is really good, but, have you ever thought about..."
"I understand that option B should be chosen."
"Very good, I have the same idea as yours, I think I'll do it according to your opinion."
Based on your experience, in fact, you already knew that you should choose plan B. The purpose of not telling him directly is to win another opportunity to train your subordinates. Training is a slow but fast process, and the "slow" of training is to be faster in the future.
The benefits of doing this are self-evident:
1. Interrupt the negative "dependency" neural chain of subordinates.
2. Trained subordinates to analyze problems and think comprehensively about problems.
Third, let subordinates have confidence and a sense of achievement. He will feel that he actually has the ability to solve complex problems. Subordinates who are increasingly capable are increasingly competent for more important tasks.
Fourth, stimulate the action of subordinates.
5. You will therefore not have to take care of the "monkey" of your subordinates and free up more energy to take care of your "monkey".
Inspiration from the Law of Monkey Management
1. Everyone should take care of his "monkey";
2. Don't bother others to take care of your "monkey";
3. Everyone in the organization should understand which "monkeys" they should take care of and how to take care of them;
Fourth, don't try to entrust your "monkey" to others to take care of. Others here may be bosses, subordinates, colleagues in other departments, or the company, society, even God, destiny, etc.;
5. Don't appear "monkeys" without someone to take care of, and don't appear "monkeys" with more than two "masters";
6. As a boss, you should not only clearly let your subordinates know which "monkeys" he should take care of, but also train your subordinates how to take care of their "monkeys".
7. "Monkey management" does not apply to all management. For example, in the early stage of our business, we need the entrepreneur or entrepreneurial team to carry all the "monkeys". Take the initiative to help other people carry the "monkey", otherwise the business will not be successful. Just like Bill Gates, not only have to bear the "monkey" of writing software, but also the "monkey" of selling software.
8. To a certain extent, "monkey management" will make people selfish, similar to how everyone sweeps the snow before the door, which will make the team lose vitality. A normal team should be rushing to carry the "monkey" on its shoulders, rather than doing everything possible to prevent other people's "monkeys" from jumping on their shoulders! Leaders will encourage subordinates who take the initiative to carry other people's "monkeys". Only the subordinates who are willing to take the initiative to bear the "monkeys" of others have the opportunity to become leaders, and only the small leaders who are willing to take the initiative to bear the "monkeys" of others have the opportunity to become the big leaders! And the subordinates or young leaders who do not have "monkeys" on their backs, please go home and sleep! isn't it?