Deal with monkeys at lowest level Published April 23, 2010 By Lt. Col. Shelley Strong 90th Force Support Squadron commander F.E. WARREN AIR FORCE BASE, Wyo. -- Leaders always search for better ways to solve problems -- problems that land on our desks, in our e-mails or walk in from a myriad of sources. The fundamental issue a leader needs to examine is how we best enable Airmen to be "part of the solution, not part of the problem." How many times have you wondered how you ended up working a problem that you thought the flight chief, superintendent, officer in charge or NCO in charge could have worked to resolution? And, why did you let yourself take on the problem? In my case, I found the answer to these questions by deciding what my responsibility was when it came to taking on problems. More importantly, I found a way to teach Airmen how to be responsible for the problem and solve it by mentoring and coaching versus me taking the problem. How? I recently revisited a favorite book "The One-Minute Manager Meets the Monkey" by Blanchard, Oncken and Burrows. In the book, I found a set of four principles to apply to problems, or "monkeys," that not only keep me from assuming responsibility that others are capable of exercising, but teaches others how to take responsibility for their problems and solve them. Principle 1: When a problem or task is received, it must be identified for what it requires, and the next steps in the process. The leader helps in coaching an Airman through the analysis of the problem and the next steps in resolving it. This could be the Airman researching data, preparing a decision paper or briefing a recommendation. Ultimately, constant communication and feedback helps keep the problem at the appropriate level for resolution. Principle 2: Determine the monkey's appropriate owner. Hint: It doesn't always belong to the leader. In fact, after having completed principle one, principle two makes it even easier for the Airman to keep the monkey. Any time you say, "send the issue to me and I'll take a look at it" you have just shifted the monkey to yourself. When an Airman knows what it takes to solve the problem and that it is theirs to solve, this leads to them exercising responsibility and initiative to do so. Principle 3: Have monkey insurance. This means you should only allow the Airman to take on reasonable risk in solving the problem - not to fail. Having worked through the issues in principle one, you should have a good idea of the Airman's abilities and limitations. Your insurance is either getting their recommendations approved prior to action, or allowing the action to take place, then reviewing the results. Either way, you have just insured the monkey will survive to resolution. Principle 4: Set a specific time and place for follow up. In other words, the leader actively ensures the Airman is still on task and the monkey is still alive and well. This check up might be every week or might be once a month. It all depends on the ability of the Airman, that particular monkey, and what the leader feels is necessary to get to the solution. These principles are simple and define the leader and Airman's roles in problem-solving. At the end of the day, these principles keep the monkey where it belongs -- with the Airman who can solve the problem. But, more importantly, it develops leadership, initiative and ownership at all levels.