Monkey management theory

From Monkey Carrier to Monkey Master: The Journey of Nurakbar

In the quiet town of Kunak, Sabah, Nurakbar worked as a talented engineer in a palm oil mill. Known for his technical brilliance, he could fix a machine faster than most people could make a cup of coffee. His dedication and high energy soon caught the attention of the management, and one sunny morning, he received the news:

“Congratulations, Nurakbar — you’re our new Mill Manager.”

Full of excitement, he stepped into his new role ready to prove himself. Every day, his office door stayed open, welcoming his team to share their problems. “The boiler isn’t working.” “We’re short on spare parts.” “This schedule is impossible.” Without thinking twice, Nurakbar would say, “Leave it with me, I’ll handle it.”

What he didn’t realize was that each of these problems was a “monkey” — the next step in a task that belonged to his team. By taking on their monkeys, he was soon carrying a troop of them on his back. His own work piled up, his team became passive and dependent, and stress began to eat away at his once-boundless enthusiasm.

One day, overwhelmed and exhausted, Nurakbar decided to take a short break. During this time, he sought advice from his mentor, an experienced manager who had faced similar challenges. His mentor introduced him to the concept of monkey management — teaching him that leaders should not carry other people’s monkeys, but instead guide their team to handle their own.

Determined to grow, Nurakbar also joined Toastmasters Club, where he honed his communication skills and learned the art of coaching and empowering others. Slowly, he shifted his approach:

Training his staff to solve problems themselves.

Coaching them through challenges instead of taking over.

Mentoring promising team members to become leaders.

Selecting the right people for the right roles.

In time, the change was remarkable. His team became efficient, proactive, and engaged. Monkeys were no longer camping on his shoulders — they were thriving under the care of the people who owned them.

Nurakbar’s journey became a reminder to every new manager in the mill:

Great leadership isn’t about carrying the most monkeys — it’s about teaching your team how to feed their own.