Delegation Planner

Do It — Urgent & Important

High-skill tasks only you should handle. Keep this list short.

Schedule — Important, Not Urgent

Strategic work. Block time; resist letting it slip to others.

Delegate — Urgent, Not Important

Hand off with clear expectations and a check-in cadence.

Drop — Neither Urgent nor Important

Eliminate or defer. Every hour here is stolen from strategy.

Drag tasks between quadrants to reassign them. Changes sync back to the Task Planner.

Team Members

Add team members above to start distributing tasks

Quick Assign — Unassigned Tasks

Task	Quadrant	Assign To

What's Holding You Back? (select all that apply)

Other blockers or notes

Rate Your Current Delegation Practice (1 = Never, 10 = Always)

Personal Action Plan

Week 1–2 — Start Small

Week 3–4 — Set Expectations

Week 5–6 — Monitor & Adjust

Week 7–8 — Expand & Empower

Ongoing — Systems & Celebration

Overall Delegation Score

Average of all 8 sliders

—

Complete sliders above

Why Delegation Fails

Perfectionism — no one else can do it "right"
Trust deficit — confidence in team is low
Fear of losing control or relevance
No documented processes to hand off
Delegation without clear expectations
Checking in too often — micromanaging by stealth
Working 6–7 days a week becomes unsustainable

Signs You're Under-Delegating

You are involved in every aspect of the business
Decisions stall when you're unavailable
Team members wait for your approval on small items
You feel indispensable — and that feels like a warning sign
Reviews, surveys, and team initiatives are perpetually delayed
Your absence would put the company at risk

The Delegation Conversation

Describe the task and why it matters
Set the outcome — not the method
Agree on a deadline and check-in cadence
Confirm they have the resources needed
Give them the authority to act
Step back — let them own it
Debrief and celebrate after completion

Building a Trustworthy Team

Hire competent people and trust your hiring
Invest in training before expecting independence
Give stretch assignments with a safety net
Embolden them to own and grow in their role
Recognize successes publicly and specifically
Conduct regular 1-on-1s and stay interviews
Ask: "How can I better support you?"

The Four Quadrants — Quick Reference

Do It

Urgent + Important. Your unique expertise is needed. Act now — but examine whether this is truly irreplaceable.

Schedule

Important + Not Urgent. Strategy, culture-building, reviews. Block real time or it never happens.

Delegate

Urgent + Not Important. Operationally important but doesn't need you. Assign with clear brief and check-in.

Drop

Not Urgent + Not Important. Eliminate, automate, or defer. Every hour here is stolen from leadership.

Sustainability Principle

Working 6–7 days a week is not sustainable. Ask: what happens if you get ill — does the company go under? If the answer is yes, that is not a sign of indispensability. It is a structural failure.

The goal of delegation is not to remove yourself from your business — it is to build a team capable of running it well, so you can focus on the work only you can do: vision, relationships, and decisions that require your deepest judgment.

Priority Matrix

Do It — Urgent & Important

Schedule — Important, Not Urgent

Delegate — Urgent, Not Important

Drop — Neither Urgent nor Important

Team Capacity

Delegation Self-Assessment

Delegation Guide