Blog - Management Skills Daily

Early in my run managing network operations for a large telecom, I kept a mental tally of what I owed people by Friday. One week it hit fourteen items. A pricing question one of my techs couldn't answer. A vendor escalation someone had started and stalled on. A scheduling conflict two crews had dumped in my lap. None of it was my work when Monday started. By Friday all of it was mine, and my own actual job, the planning and the budget and the hiring, hadn't moved an inch. That is upward delegation, and it is the quietest way a competent manager drowns. Your team hands you their next moves one small handoff at a time, you accept each one because saying "leave it with me" feels like leadership, and within a few weeks you are the bottleneck for a dozen people who are now waiting on you. The mechanic of the handoff William Oncken Jr. and Donald Wass described this in a 1974 Harvard Business Review article that became one of the two best-selling reprints the magazine ever ran. They used a deliberately silly image to make it stick. Picture every problem as a monkey. The monkey is not the whole problem. It is specifically the next move, the next action someone has to take to move the thing forward. Whoever owns the next move is carrying the monkey. Here is how the transfer happens, and it is almost always polite. An employee catches you in the hallway. "Hey, we've got an issue with the field install." You care about the field install, so you say the natural thing: "Let me look into it and get back to you." In that one sentence the next move left their back and landed on yours. You now owe them an answer. They will, quite reasonably, stop by later to ask whether you've had a chance to look into it. The person who reported the problem is now supervising the person who is supposed to solve it. You have it backwards. Oncken's line has stuck with me for twenty years: managers are constantly running out of time while their people are running out of work. The two facts are connected. Every monkey you accept is one your team member no longer has to feed. The data caught up to the metaphor The article was written in 1974, but the numbers describing it are current. Gallup's 2026 workplace research found managers now spend a median of 46% of their time on individual contributor work, the hands-on doing rather than the leading. Some of that is legitimate player-coach work. A lot of it is monkeys. Gallup also found a threshold that maps almost exactly onto Oncken's warning. Managers who keep individual contributor work under 40% of their time hold engagement above the average, and that holds true no matter how many people report to them. Cross that 40% line and engagement drops, and it drops faster the bigger your team gets. The monkeys don't just cost you your afternoon. They cost your team the manager they actually need. And the loads are heavier than they were. Spans of control have nearly doubled since 2013, to an average of 12.1 direct reports in 2025. Twelve people each handing you one small next move is a full-time job that produces nothing you were hired to produce. It is no coincidence that in the same research window, global manager engagement fell to a record low. Overloaded people disengage, and a manager buried under other people's next moves is the most overloaded person in the building. The flip side shows up in the growth numbers. When Gallup studied the fastest-growing private companies in America, the CEOs with high delegator talent generated 33% more revenue than those who hoarded the work. Delegation is not a soft skill. It is a growth input. Why you keep saying yes Nobody accepts monkeys because they enjoy the load. There are three real reasons, and it helps to name yours. The first is that solving is faster than coaching. You already know the answer to the install question. Explaining how to find it takes longer than just answering it. True today, and it will still be true the tenth time they ask you the same class of question, because you never taught them to fish. Speed today buys you dependence tomorrow. The second is that being needed feels good. Every monkey is a small vote of confidence. They came to you. You are the person who can fix it. That feeling is a trap for anyone who was promoted because they were the best individual contributor on the team, which is most of us. Rescuing is the job you were promoted out of, dressed up as help. The third is that you have not made it safe for them to hold the monkey. If the last person who tried something and got it wrong caught heat for it, your team learned to route decisions through you. Handing you the monkey is how they avoid the risk. That one is on you to fix, and it is the most important of the three. Handing the monkey back without being a jerk The goal is not to refuse to help. It is to help in a way that leaves the next move with the person who should own it. A few things have worked for me consistently. Do not accept a problem without a proposed next move attached. When someone brings you an issue, the question is not "what should we do." It is "what do you recommend, and what do you need from me to do it." This one habit reroutes most of the traffic. Most people know the answer. They just want cover. If you answer the question every time, you train them to bring you questions. If you ask for their recommendation every time, you train them to bring you recommendations. There is a whole practice around asking before telling that pays off here. Name the level of initiative out loud. Oncken laid out five degrees of freedom you can give a task, and the difference between the middle ones is where all the confusion lives. From least to most freedom: wait to be told what to do; ask what to do; recommend it and then act once you approve; act on their own but tell you right away; act on their own and report it in the normal course of business. Most upward delegation happens because nobody said which level applies. When you hand something back, say the level. "Go ahead and handle the vendor call, act on your own, just put a note in the channel so I'm not surprised." Now the monkey has a clear home and you are not its keeper. End the conversation with the next move assigned, not orphaned. Before anyone walks away, one sentence: "So the next step is you drafting the reply and sending it to me by end of day tomorrow, right?" If you cannot say that sentence, the monkey is homeless and it will find its way to you. The ownership has to be explicit, which is the same reason naming a decision's owner speeds everything up. Schedule the feeding instead of the drop-in. The hallway ambush is where most monkeys change hands, because in the moment "let me look into it" is the fastest way to end the conversation. A standing weekly one-on-one gives the monkey a scheduled feeding time and a home on their back. "Good question, put it on our one-on-one list and come with your recommendation." The problem still gets attention. It just does not get your afternoon and your ownership. The test that tells you the truth Here is the uncomfortable one. Take a real vacation, two weeks, phone genuinely off, and watch what happens. If the team runs, you have been distributing the next moves properly. If everything freezes and your inbox becomes a graveyard of stalled decisions, you have been collecting monkeys, and the collection is now visible for everyone to see. You do not have to wait for vacation to run a smaller version. At the end of this week, write down every item you owe someone that was not part of your actual job on Monday. My fourteen-item list was the first time I saw the pattern instead of just feeling tired. The number is the diagnosis. If it is long, you are not a hard worker with a demanding team. You are a bottleneck who has been rewarded for being one, and the fix is not working more hours. It is handing the monkeys back, one polite conversation at a time. The manager who develops people is the one who lets them carry their own next moves, coaches them when they stumble, and resists the very real pleasure of being the answer to everything. That resistance is most of the job. The rest of delegation is technique. This part is discipline.