I had heard this term a long time back and then
forgot about it; in those days my team was small and activity largely technical.
I wore professional pride on my sleeve proclaiming that I could solve any
technical problem, well almost any problem within the many technology domains
that I specialized in. So whenever the team threw a crooked one at me, I would
get my hands dirty and triumphantly bring out the solution. Many CIOs would refer
to that era as the good old days, in reflection I wonder.
As teams got bigger and the focus shifted
towards learning the business ropes across functions, the technology prowess
diminished and I started farming the problems to either my team mates who were
passionate about technology or vendors who were always happy to help; however partaking
in their success still gave me highs. Time pressures ensured that these moments
became far and fewer until I realized how easily I was goaded into taking on a challenge
to find a solution, faster, cheaper, better !
I became wary of opening conversation lines,
“we have a problem …” We ? But you just walked into my cubicle/cabin and we
still have not exchanged pleasantries, so where did I fit into the equation ?
You have a problem and you want my help in solving it would probably describe
the situation aptly. You believe that my superior knowledge or problem solving
ability or network of contacts could help resolve the sticky situation in which
you find yourself. Such conversations were not always pleasant; my ego however
needed the massaging.
And then about a decade back or so it hit
me that I was the perfect dummy being subject to upward delegation. My
entertaining the protagonists gave them an opportunity with a few words to
transfer the responsibility squarely onto my shoulders. With me telling them
that I will get back to them, they did not have to work upon it. If deadlines
were missed, it was my problem; if the problem was escalated, it was back to my
table where the buck lay and I had no way of passing it back to the originator.
Reading through Ken Blanchard’s “One minute
manager meets the monkey” had my life run before my eyes. That and learning
from another management guru gave me the mantra that finally extracted me out
of the self-created abyss. I tried practicing the techniques I had learnt from
these wonderful texts and guess what ? They worked very well indeed. They have
now become a part of my working style and I guess that will continue to keep
monkeys at bay.
It would appear simplistic if I said that
the dialogue now starts with “You have a problem … and what do you propose as a
solution ? If you are at a dead end, here are the resources that should help
you find solutions. Come back within the agreed timeline and we can discuss
your recommendations on how to solve the problem”. I am not oversimplifying the
issue, this works almost all the time; yes there are exceptions or tricky ones
which need a different and more direct approach.
“It does not require two (or more if the
issue is brought by a team) of us to solve a problem or get something done.
Either you (find a way to) do it or give up the task and let me find someone
more qualified to get the work done. I have not had anyone take up the latter
offer as yet. They typically do find a way to solve the problem. It is not
necessarily incompetence that gets them to this situation, occasionally it is laziness
and many times their risk-averse nature (fear of failure or ridicule).
Upward delegation is easy for everyone when
their manager/function head lives in professional pride and arrogance. The true
CIO leaders would do well to abstain and learn the art of monkey management. Be
aware and careful in your retaining the problem with you, lest it consume you
and a large portion of your time. Even if it gave you a kick or a high, it
would be a very expensive way to solve something trivial for the company.
