If You're Doing the Job of Your Direct Reports, You're Overpaid

One of the most-read articles in Harvard Business Review history is “Who’s Got the Monkey?” by William Oncken Jr. and Donald Wass. It resonates with everyone who runs a P&L or manages a team — because it describes something happening in nearly every organization, every day: human nature is to delegate up.

Imagine CFO Jones and his CEO, Smith. Jones comes to Smith and says, “Boss, I’ve got a problem. We’re going to run out of cash next month and I could use your advice. I’ve talked to the bank and I just can’t get them to …” Thinking she can resolve it faster, Smith asks a few questions and says, “No problem. I’ll call the bank president.”

Analyze this. What was originally Jones’ problem is now Smith’s. The monkey jumped from his back to hers. She’s now doing his job. And if she fails, it’s her problem — not his.

There are many reasons this happens: human nature is to give help when it’s requested; subordinates want face time with their managers; people want to share risk upward when things go sideways. But the primary responsibility is on CEO Smith. When she accepted the monkey rather than coaching Jones to resolve it himself, she didn’t just lose a coaching opportunity — she set the expectation that this is okay. She’ll solve similar problems in the future.

Think of it this way: have you ever seen a coach play on the field? No. No matter how bad it gets or how much is at stake, coaches don’t do the work that players should be doing. Their job is to build the best team, train them, and let them perform. Their job is to make sure their players own it.

The next time a colleague or direct report asks for help, watch out for flying monkeys.