How to avoid reverse delegation?

William Oncken, Jr. published an article titled “Management Time: Who’s Got the Monkey?” in the November–December 1974 issue of Harvard Business Review. It became an instant hit and is still considered one of the best lessons on delegation. Oncken compares a delegated task to a monkey that needs feeding and care. This monkey sits on the shoulder of the person assigned the task, requiring constant attention. For instance, if you delegate a task to your subordinate, this imaginary monkey sits on their shoulder. It’s now the subordinate’s responsibility to care for this monkey, as they’re in charge of the delegated task and its delivery. Until the task is completed, we consider this monkey to be perched on their shoulder. The subordinate is required to feed that monkey and take care of it.

More often than not, managers find this monkey leaping back from their subordinate’s shoulder to their own. They end up reclaiming the task, while the subordinate sheds responsibility. This creates a common dilemma: managers run out of time due to an excess of tasks, while subordinates run out of work after offloading their responsibilities back to their managers.

Managers should avoid reverse delegation, where they end up working on tasks offloaded by subordinates or fully retaking assignments. The first step in preventing this is to recognise how the “monkey” (representing the task) jumps from the subordinate’s shoulder to the manager’s. Managers must remain vigilant when the monkey attempts to leap and prevent it from changing position. In the following sections, we’ll discuss scenarios to prevent reverse delegation by identifying how it happens and what can be done to stop it.

When they ask for help

It’s inevitable that your subordinates will occasionally get stuck and seek your help. During a follow-up meeting, they might describe reaching a dead end due to an unsolvable problem. At this moment, your response determines where the “monkey” (task responsibility) will sit. Currently, it’s on the subordinate’s shoulder but poised to jump—watch carefully. If you respond with, “Okay, I’ll look into it and get back to you with a solution,” you’ve just taken on this responsibility. You now have to “entertain the monkey.” Your subordinate will feel relieved, thinking they’re off the hook since you’ve assumed responsibility. However, you’ve now acquired an extra task that was originally someone else’s duty.

The appropriate response in such situations is to clarify to subordinates that the problem remains theirs to solve. They must overcome it themselves. Provide necessary guidance and direction to help them move forward, but never imply that you’re taking over the task or that you’ll solve their problems for them.

When you take joint responsibility

Sometimes managers recognise they shouldn’t take over a task when subordinates face roadblocks, but they make another mistake: making it a joint responsibility. Instead of saying, “Okay, I’ll handle this problem,” their response is often, “Let’s solve this together.” This puts the monkey on both the manager’s and subordinate’s shoulders. A manager might think this is better than the previous case, but it usually leads to the same result. What starts as a joint responsibility often ends with the subordinate gradually offloading their tasks to the manager. Eventually, the manager is left alone to “entertain the monkey.”

The solution to this problem is the same as discussed earlier: provide all necessary help to subordinates, but make it clear that they must overcome the problem themselves and are solely responsible for the task.

When they submit incomplete work

Another mistake managers make is taking over a task when subordinates have delivered it according to their understanding, but the manager believes it’s not yet finished and needs improvements. Managers might feel that the task delivered is of low quality or requires significant work to be completed, and they cannot accept their subordinate’s work as it is. If the manager accepts responsibility for the task at this stage, they have not only taken ownership of the “monkey” but have also set a wrong precedent for their subordinates. Subordinates will now be emboldened and may try to offload more tasks to managers while delivering poor quality work in the future.

Managers may also become frustrated with a subordinate’s slow progress or doubt their ability or interest in completing the task. In such cases, managers often take charge of the task—and thus, the “monkey.” As a manager, you must resist this temptation and ensure the work is done through your subordinates. Provide training if necessary, but never take over a delegated task.

When they delay it to a point where you take it back

Sometimes when following up with subordinates on work progress, you’ll discover that tasks are still pending and they need more time. Subordinates often present their work as “almost complete,” claiming only final touches remain. You might believe this and skip thorough checks. In subsequent meetings, they show minimal progress, repeating the story of needing just a bit more time for “final polishing.” When the deadline arrives, you expect completed work but—unsurprisingly—are told more time is needed. Now worried, you conduct a thorough review and find, to your dismay, that significant work remains undone. You realise you’ve been misled in previous meetings. As panic sets in and you see no way to meet the deadline, you take over the task as a last resort. Thus, the “monkey” leaps from your subordinate’s shoulder to yours, and you become responsible. At this point, two major issues have occurred: the subordinate has managed to bypass your process checks in review meetings and successfully offload their tasks to you, the manager. To make matters worse, they’ve done so with few consequences, as managers are now more concerned with meeting deadlines than addressing their subordinates’ incompetence.

The solution to this problem is straightforward: take follow-up meetings seriously. Ensure everyone understands the “definition of done” clearly. Subordinates shouldn’t consider a task “almost done” unless progress truly matches this definition. If deadlines are consistently missed, try to identify and address issues early. Delaying fixes only worsens the situation.

When you delay the decision

During the delegation process, you’ll often encounter tasks and decisions that only you can handle. These might include conducting reviews, providing further instructions, making critical decisions, sharing sensitive information, or approving submitted reports. In such instances, the “monkey” (responsibility) rests on your shoulders, and it’s up to you to keep things moving. Prioritise these tasks and address them promptly. Swift action allows you to quickly resolve these issues and return the “monkey” to your subordinate’s shoulder. If you procrastinate, you’ll find an increasing number of “monkeys” accumulating on your shoulders. Fortunately, many of these tasks don’t require much time—addressing them efficiently can help maintain the flow of delegated work.

Given the limits of time and energy, managers should closely monitor the number of “monkeys” they’re responsible for feeding. It’s crucial not only to keep these monkeys to a minimum but also to prevent their multiplication. Managers should promptly return these monkeys to their subordinates, swiftly resolving issues to prevent the responsibilities from leaping back onto their own shoulders.

When you hold back giving enough authority

Sometimes managers withhold sufficient authority from subordinates, causing them to repeatedly seek managerial intervention due to lack of permissions or control. While managers may have valid reasons for not granting full authority—such as sensitive information, potentially grave consequences of mistakes, or the risk of missed deadlines—this approach often backfires. When subordinates encounter roadblocks where they can’t proceed without managerial approval, the “monkey” leaps back onto the manager’s shoulder. Until the manager resolves the issue, subordinates remain in a standstill, unable to progress with their tasks.

This situation is tricky. Even if you make quick decisions to resolve deadlocks, the problem will recur when people encounter similar roadblocks in the future. Unlike the previous case, there’s no quick fix. It takes time to build trust among team members and design a system where mistakes don’t have grave consequences. Over time, these issues can be resolved through gradual efforts and investments in processes, leading to better long-term outcomes.

In conclusion, avoiding reverse delegation is crucial for effective management and team productivity. By recognising the various scenarios where tasks (or “monkeys”) can jump back to managers, leaders can take proactive steps to prevent this common pitfall. Key strategies include:

• Providing guidance without taking over tasks
• Maintaining clear individual responsibilities, even when collaborating
• Insisting on quality work from subordinates
• Conducting thorough follow-ups and addressing issues early
• Promptly handling managerial responsibilities to keep work flowing
• Gradually increasing subordinates’ authority and trust

By implementing these practices, managers can ensure that tasks remain with their subordinates, fostering a more efficient and empowered work environment. This approach not only helps managers manage their time more effectively but also contributes to the growth and development of their team members.

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