Posted by: Arun Gupta
balancing strategic and operational IT, Changing role of the CIO, CIO, CIO role, leadership and the CIO, managing teams, Team management, Team management and the CIO, upward delegation
I had heard this term a long time back and then forgot about it; in those days my team was small and the activity largely technical. I wore professional pride on my sleeve proclaiming that I could solve any technical problem, well, almost any problem, within the many technology domains that I specialized in. So whenever the team threw a crooked one at me, I would get my hands dirty and triumphantly bring out the solution. Many CIOs would refer to that era as ‘the good old days’, in reflection, I wonder.
As teams got bigger and the focus shifted towards learning the business ropes across functions, the technology prowess diminished and I started farming the problems to either my team mates who were passionate about technology or vendors who were always happy to help; however, partaking in their success still gave me highs. Time pressures ensured that these moments became far and fewer until I realized how easily I was goaded into taking on a challenge to find a solution, faster, cheaper, better!
Whose problem is it?
I became wary of opening conversation lines, “We have a problem …” We? But you just walked into my cubicle/ cabin and we still have not exchanged pleasantries, so where did I fit into the equation? You have a problem and you want my help in solving it would probably describe the situation aptly. You believe that my superior knowledge or problem solving ability or network of contacts could help resolve the sticky situation in which you find yourself. Such conversations were not always pleasant; my ego, however, needed the massaging.
And then about a decade back or so it hit me that I was the perfect dummy being subject to upward delegation. My entertaining the protagonists gave them an opportunity with a few words to transfer the responsibility squarely onto my shoulders. With me telling them that I will get back to them, they did not have to work upon it. If deadlines were missed, it was my problem; if the problem was escalated, it was back to my table where the buck lay and I had no way of passing it back to the originator.
Reading through Ken Blanchard’s One Minute Manager Meets The Monkey had my life run before my eyes. That and learning from another management guru gave me the mantra that finally extracted me out of the self-created abyss. I tried practicing the techniques I had learnt from these wonderful texts and guess what? They worked very well indeed. They have now become a part of my working style and I guess that will continue to keep monkeys at bay.
The new approach
It would appear simplistic if I said that the dialogue now starts with, “You have a problem … and what do you propose as a solution? If you are at a dead end, here are the resources that should help you find solutions. Come back within the agreed timeline and we can discuss your recommendations on how to solve the problem”. I am not oversimplifying the issue, this works almost all the time; yes, there are exceptions or tricky ones which need a different and more direct approach.
“It does not require two (or more, if the issue is brought by a team) of us to solve a problem or get something done. Either you (find a way to) do it or give up the task and let me find someone more qualified to get the work done. I have not had anyone take up the latter offer as yet. They typically do find a way to solve the problem. It is not necessarily incompetence that gets them to this situation, occasionally it is laziness and many times their risk-averse nature (fear of failure or ridicule).
Upward delegation is easy for everyone when their manager/ function head lives in professional pride and arrogance. The true CIO leaders would do well to abstain and learn the art of monkey management. Be aware and careful in your retaining the problem with you, lest it consume you and a large portion of your time. Even if it gave you a kick or a high, it would be a very expensive way to solve something trivial for the company.