As regular visitors to our managerzine have come to know, there is research that suggests that feedback is the single most important skill for a manager to master and practice. The benefits are many: clarity, performance improvement, a sense of openness, fairness, motivation. From our work with many managers over the past year, we have come to value the second most important manager skill. It has to do with getting rid of monkeys.
We received a call from a far-flung reader with a monkey problem. He had three direct reports who were managers themselves. Each had some heavy new responsibilities that had been spread around to remaining managers after a series of lay-offs. Turns out, they were not shy about getting him involved with their work. “Can you please review this before I send it out?” was a typical request. “I’ve got a problem. Here’s what happens” was another. Pretty soon, their work became his work, and his time was not his own.
What is happening here is a classic back and forth game of who has responsibility. The subordinate puts the “monkey”-the responsibility– on the manager when he/she asks for a review or when the boss is asked to solve a problem. When a manger picks up the monkey from a direct report, he or she is literally working for the subordinate. The manager’s time is being taken up by a subordinate’s work. Something is wrong with this picture
- Performance Appraisal Meetings – How to Help Your Staff Member Prepare
I’m often asked by managers how they can make their performance review or appraisal meetings more of a two-way discussion, how they can encourage their staff to be more fully part of the meeting. A start point is to give your staff member time and support in preparing for the meeting
How?
Take a look at this checklist that you could share with your staff member in order to help them prepare
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