Calling someone a monkey is typically deemed offensive. And thus, this way of saying can also have a negative connotation. This is so like the frustration of depressed people who devote their energy to thinking and talking over problems over which they have no control. They are trying to be the ringmaster in someone else's circus. For example: And while being a responsible, caring adult is great, attributing everyone’s problems and concerns to oneself is not healthy, and not realistic either. Imagine you are having dinner with your close, Polish friend. He goes on and on how his brother’s family is behaving not up to his standards, how his niece has decided to quit school and maybe how his nephew is not earning enough money and how all that doesn’t seem to worry his brother at all. He could conclude this talk with a ‘’Oh well, but it’s not my circus and not my monkeys’’ proverb. Or imagine that you were gossiping about a colleague at work, how she is leading her team wrongly. This too could be concluded with ‘’Oh well, it’s not my circus.’’ - as you can cut the proverb short and still it would be recognized among the Polish speakers. You could also stop the gossiping that someone else has started by saying: ‘’Oh, not my circus, I don’t want to know about it.’’

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You can give them advice, but if they aren’t willing to listen, then they will have to bear the consequences of their actions, and not you. You aren’t the one that’s responsible for their misfortunes if they choose to ignore your good advice. Example of, “not my circus, not my monkeys in life” Sound familiar? Most mid- to senior-level managers have carried their fair share of monkeys —and the best of them know that the key to avoiding these problems is developing a culture of accountability — starting with yourself. Learn how monkeys jump: subordinate-imposed responsibilitiesIn accepting the monkey, the manager has voluntarily assumed a position subordinate to his subordinate.” —”Management Time: Who’s Got the Monkey?” transfer the monkeys – permanently

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The not my business not my monkey attitude is important to keep your sanity in the workplace if you’re just an employee and not the boss, since it’s not up to you to make sure everyone does their work. In regard to our social circle, not my circus not my monkeys can stand for the fact that you’re all equals. A group of friends that act like a brand of brothers. those that are self-originated, such as projects you’ve initiated (discretionary responsibilities) and problems you’ve chosen to resolve for your employees (subordinate-imposed responsibilities). But what I’m saying is that you have limited influence when you’re at the same level of the social hierarchy at work. This means that you have no power over your colleagues and thus, consequently, you can’t directly control how well they do their work. Make appointments. Let your employees know that from this point forward, any problems will be discussed by appointment only. When employees drop by your office or stop you in the hallway to discuss problems, ask them to schedule a meeting. In doing so, you’ve avoided the monkeys, at least until the appointment takes place. Things are as they should be: Your employee is working for you.In short, it could be translated as having the same meaning of “I mind my own business” or ‘’it’s none of my business’’, but in a broader sense, it’s usually used to enhance the fact that you are not the one to judge someone else’s actions, even when you don’t necessarily agree with them. As if the mess someone else has found himself in, is not your mess to worry about, and the people taking part in that mess are not the ones you can control. Not My Circus Not My Monkeys Origin Not my circus" is code: you are not the ringmaster here. You can watch the show, and certainly decide whether you stay in that tent, but you cannot control what happens there. Learning which circus is yours can diminish your stress remarkably. Figure out if this is your circus. Ask: Indeed, Stephen R. Covey, who wrote an afterword to the Harvard Business Review article, pointed out that the monkey management solution, while ahead of its time, is fairly dictatorial. “‘Command and control’ as a management philosophy is all but dead, and ’empowerment’ is the word of the day,” he noted. That doesn’t mean monkey management is outdated in today’s workplace, however. The key to success, says Covey, is developing employees. That, too, is hard work, however. First, it requires the support of the entire business culture so managers are rewarded for developing people and delegating responsibilities. Second, it requires that managers actually want to delegate monkeys. Most managers, says Covey, recognize that employees are underutilized; still, many can’t let go of the monkeys, perhaps because they subconsciously fear that giving employees power will increase their own vulnerability. Say your piece. Give out good, truthful information. If they’re willing to listen, great. If they don’t want to listen, that’s on them, you shouldn’t lose any sleep over it. Remember and repeat after me, not my circus, not my problem.