This week, two of my coaching clients shared the same frustration.
“My team keeps bringing me problems. I spend half my day solving things they should handle themselves.”
“I delegate constantly, but somehow I’m still doing everything.”
Same problem. Different words.
Years ago, I came across a simple visual that changed how I see this: every problem is a monkey sitting on someone’s back.
When a team member has a problem, that monkey is on their back. The moment they walk into your office and say, “We have a problem,” they’re trying to hand you that monkey.
Most leaders take it without realizing.
“Let me think about it.” Monkey transferred.
“I’ll handle it.” Monkey transferred.
“Send me the details.” Monkey transferred.
Once you see this, you can’t unsee it. You start noticing how often people are trying to give you their monkeys. That’s why you’re carrying a zoo full of problems that don’t belong to you.
THE BIG INSIGHT
You’re not overloaded because there’s too much work. You’re overloaded because you’re carrying work that isn’t yours.
The Four Rules to Keep Monkeys Where They Belong
The framework is simple. Four rules. Each one keeps responsibility on the right person’s back.
Rule 1: Define the Next Move Before the Conversation Ends
Never let a problem discussion end without clarity on what happens next.
Someone says, “We have a client issue.”
Don’t say: “Let me think about it and get back to you.”
(The monkey is now yours.)
Do say: “What’s your next move?”
(The conversation doesn’t end until they define it.)
The key is simple: a next move is defined, and it’s theirs.
Rule 2: Keep It at the Lowest Level
The person closest to the problem should own the solution.
Don’t say: “I’ll take care of it.”
(You just moved the monkey up the chain.)
Do say: “This is yours to solve. What do you need from me?”
(You support without taking ownership.)
Your job isn’t to be the fastest problem-solver. It’s to build capability where the work actually lives.
Tell people how much freedom they have to act. Every monkey needs one of two rules:
Recommend, then act (high stakes or learning situations)
Act, then advise (routine or proven capability)
Don’t leave it vague: “Do what you think is best.”
(They’ll come back for permission.)
Do be explicit:
“This one’s high stakes. Bring me a recommendation first.”
or
“You’ve handled this before. Make the call and let me know.”
Clarity on authority prevents unnecessary escalation.
Rule 4: Schedule the Check-In
Don’t hover. Don’t disappear.
Don’t say: “Let me know if you need anything.”
(Open-ended and ineffective.)
Do say: “Let’s check in Friday at 10. Bring progress and blockers.”
(They work independently until then.)
Scheduled check-ins create accountability without micromanaging.
Where Leaders Get This Wrong
Most leaders break these rules without realizing it.
Conversations end without a clear next move. Problems drift upward because it feels faster to solve them yourself. Decision authority stays vague, so people keep coming back for permission. Check-ins are either constant or nonexistent.
The pattern is predictable: you carry the monkeys, your team waits, and you get overwhelmed.
How to Apply This Starting This Week
You don’t need a system overhaul. Just apply the rules consistently.
This week:
Notice the handoff.
Anytime someone asks, “What should I do?” pause before answering.Use one question relentlessly.
“What’s your next move?”Clarify authority with one person.
Tell them explicitly when to act and when to recommend first.
That alone will change how work flows.
QUESTIONS
Q: What if they genuinely don’t know what to do?
Then coach, don’t solve. Ask them to talk through options and consequences. Help them think, but make sure they define the next move.
Q: How do I know when to use “recommend then act” vs. “act then advise”?
High stakes, high visibility, or learning situations start with “recommend.” As confidence grows, shift to “act then advise.”
Every time someone brings you a problem, there’s a moment where the monkey can change shoulders. If you take it, you get busier and they get weaker. If you don’t, you create space for them to think and grow.
Chad Todd
P.S. This framework comes from The One Minute Manager Meets the Monkey by Ken Blanchard and William Oncken. I first read it about twenty years ago, and it shaped how I think about delegation. I’ve recommended it to hundreds of business leaders since. If you want the full system, the book goes deeper.