| This book does a great job of helping people focus on their own work. Many people in an organization focus on managing the boss rather than doing their own job. What better way to manage the boss than to constantly seek her/his guidance on everything? Then, the boss can be flattered that you want his/her help, and will also take the blame if anything goes wrong. Insecure bosses like to be involved, so that fewer "errors" occur. This wonderful book points out that no one can learn without making errors. Also, if you and your subordinate are doing the same job, one of you is superfluous. A common source of stalled thinking in this area is focusing on the fact that you, as manager, can do the job better and faster than you can teach the task or job to someone. What managers fail to realize is that someone closer to the source of the problem should be able to come up with a better solution. Also, the time taken to teach someone else to do the task is usually much less over a year or two than the time taken to help someone learn the task. The key problem is that we all like to fall back on doing what we are comfortable with and are good at rather than new challenges where we are not so competent. Banish that feeling! This book gives you lots of practical ideas for how to respond to efforts by your subordinates and colleagues to delegate their work and responsibility to you. You will learn how to see them coming and to keep the monkey where it belongs: with them. If you find that you are pressed for time, this book is an important source of ideas to free up your life to have less stress while you and your organization both accomplish more. Good luck with taking care of your monkey business! It's an important step toward developing an irresistible growth enterprise. | 
