Meeting with a monkey – imagine that a manager meets in the corridor of one of his emoloyees, Mrs. Jones. Mrs. Jones says, „Good morning! Now that we see each other, I would like to talk to you about my problem. You see… „.

During the conversation manager begins to notice two basic characteristics of all the problems that employees address t to him for consideration. Namely, manager knows (a) enough to be able to take care of this matter, but (b) not so much to take an immediate decision. In the end, the manager replies: „I am delighted that you come to me with this. But now I’m in a hurry. I’ll think about it and let you know. Each of them goes their own way.

Let us now analyze what has happened. Before the meeting in the corridor on who’s back sat the „monkey”? On the back of an employee. After talk with whom the monkey settled? On the manager’s back. Time organized by the employee begins at the moment when the „monkey” successfully manages to jump from the back of this employee to the back of his manager. It ends only when the „monkey” returns to its real owner, who has to care for her and feed her.

By taking over the „monkey”, the manager voluntarily accepted a lower position in relation to his employee. In fact we have change of roles. The two things that usually an employee should do for a boss – the manager took over the responsibility from the employee and promised to give information about the progress of work on that issue.

Mrs. Jones, will make sure that the manager will not forget about her case and will look after manager’s and ask cheerfully: „How are you doing?” (Well that we can call a good „monitoring”). – Manager’s time: who is stilling it? William Oncken Jr., Donald L Wass, 13.01.2008

Inclusion in the decision making process – empowerment.

Inclusion in the decision making process – empowerment.

We should make our employees partners in the decision-making process and, therefore, reward them properly, provided that they have been adequately trained and provided with proper tools.

Delegation – it is a motivating or demotivating communication

Delegation is not just a „distribution of tasks”. It’s a form of communication, a way of sharing information which directly affects the level of motivation of the person to whom we delegate. This tool allows us to build a lot or demolish many.

What is in delegation for me?

The advantage is that managers can save some free time that they can spend on important tasks like planning or to motivate. This is also beneficial for managers of lower levels because when they have warranty, they engage more in their work and are happier when they have a chance to deal with important issues. Conversely, the lack of delegation of powers to lower-level managers can stifle initiative.


Principles of giving praise are simpler than in the case of a motivating reprimand – which seems obvious. The most important element in giving praise in a motivating way to the employee is to make it authentic, truly deserved. The reason for praise is really important for the organization. That is why managers should remember to give praise „in an isolation” from other issues of everyday life. Praise should be specific with its content and relatively short. It should be completed with a shake hand, a warm smile and look in the eyes.

NOTICE! Not always giving praise in front of their employees is a good choice. This situation can cause the envy of others, make employee frustrated, etc. Therefore, it is always safer to do it in the situation of “face to face” meeting. Giving praise in front of other should be justified and have a strong justification.