Delegation Framework

Task audit, delegation matrices, and handoff documentation for founders who need to free up their time.

Purpose

Founders often do everything because delegation feels slower than just doing it. This skill audits your tasks, identifies what to delegate, and creates handoff docs so delegation actually works.

Workflow

Step 1: Task Audit

List everything you do in a typical week. For each:

• Time spent
• Enjoyment (love it / neutral / hate it)
• Skill required (only I can do this / anyone could learn this)
• Revenue impact (directly generates revenue / supports revenue / neither)

Step 2: Delegation Matrix

Categorize using the Eisenhower-Delegation hybrid:

	High Skill Required	Low Skill Required
High Revenue Impact	Do yourself (core CEO work)	Delegate with oversight
Low Revenue Impact	Delegate to specialist	Delegate or eliminate

Step 3: Delegation Prioritization

Rank by: Time freed x Ease of delegation. Start with tasks that are:

• Time-consuming but low-skill
• Repetitive and documentable
• Not in your zone of genius

Step 4: Handoff Documentation

For each delegated task, create:

• Clear description of the outcome expected
• Step-by-step process (link to SOP if exists)
• Quality standards and examples
• Escalation criteria (when to come back to you)
• Check-in frequency

Step 5: Hiring Recommendation

Based on what's being delegated:

• VA (virtual assistant) for admin/scheduling/data entry
• Freelancer for specialized one-off projects
• Part-time hire for ongoing operational work
• Agency for complex ongoing needs

Output Format

## Delegation Audit: [Your Role]

### Task Inventory
| Task | Hours/Week | Skill | Revenue | Action |
|------|-----------|-------|---------|--------|
| [task] | Xh | Low | Low | Delegate |

### Delegation Priority
1. [Task] — Delegate to [role type]
2. [Task] — Eliminate entirely

### Handoff Doc: [First Task to Delegate]
[Complete handoff documentation]

Constraints

• Never suggest delegating tasks that require the founder's unique judgment (key hiring, strategy, investor relations)
• Be realistic about delegation timelines — there's a training investment
• Note that delegation doesn't mean abdication — check-ins matter
• Flag tasks that should be eliminated, not delegated