Professional Subordinate - The Art of Delegating

Delegate More! Getting rid of monkeys

The Professional Subordinate

And I can almost sense the grin of self-satisfaction on his face. Has he not at long last just succeeded in getting me to furnish "top management support" for the Corporate Management Improvement Program in our Division? I realize that, underneath it all, I'm not really supporting the Corporate program at all. That program is Headquarters-imposed. I am, rather, initiating the development of a division-inspired program, or rather a self-imposed divisional program. As a division we are, in effect, about to get one of our corporate-imposed responsibilities accomplished.

If we play it right the Corporate staff groups will then tell everybody that they thought of it. We will then come to be regarded by our President as the most compliant (anticipatory compliance handled at a No. 1 freedom level) of all the operating divisions.

And that, I muse, will bring the golf course even closer!


What Precisely Is a Monkey? Procrastination vs. Insubordination George, the Trouble Shooter Procrastination Again Planning the Solution Honest Day's Work for a Fair Day's Pay Seeing It Like It Really Is Whole New Ballgame The Open Door Giving Monkeys Back The Key to Managerial Competitiveness Ground Rules for Handling Monkeys Replacement Planning A Career Risk of a Lifetime Freedom and Protection Joining Hands in Partnership Running Out of Wrong Decisions The Other Subordinates How's it Coming? The Professional Manager Returning Monkeys to Their Owner Discretionary Time Development of proposals for specific courses of action 'Proposal for Action' The Third Week Mutual Benefits The Professional Manager Using the Job Description Setting a Standard of Performance The Next Step Corporate Management Improvement Program A Management philosopher The Professional Subordinate "Boss, what do I do now?" Batting the Monkeys Back A collection of unrelated activities The Irreplaceable Employee Job Analysis Major Reorganisation Management by Results The Boss's Job Using his self- imposed time to get control of his boss-imposed time Getting the Boss's Ideas Delivering the Boss's Ideas Discretionary Time When "pro" works for "amateur" Monkey Feeding Rules Rules 1 and 2 Rule 3 Instead, as a pro, what did I do? Rule 4 Rule 5 Rule 6		Delegate More! Getting rid of monkeys The Professional Subordinate And I can almost sense the grin of self-satisfaction on his face. Has he not at long last just succeeded in getting me to furnish "top management support" for the Corporate Management Improvement Program in our Division? I realize that, underneath it all, I'm not really supporting the Corporate program at all. That program is Headquarters-imposed. I am, rather, initiating the development of a division-inspired program, or rather a self-imposed divisional program. As a division we are, in effect, about to get one of our corporate-imposed responsibilities accomplished. If we play it right the Corporate staff groups will then tell everybody that they thought of it. We will then come to be regarded by our President as the most compliant (anticipatory compliance handled at a No. 1 freedom level) of all the operating divisions. And that, I muse, will bring the golf course even closer!
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