Picture this: It’s 2 AM, and you’re still at your desk, frantically trying to finish a task that’s been on your to-do list for weeks. Meanwhile, three people on your team could probably handle it just fine. Sound familiar?
I used to be that person. The one who believed that if I wanted something done right, I had to do it myself. Then I discovered a simple rule that completely transformed how I approach work and productivity: the 70% rule.
If someone can do a task 70% as well as you can, you should delegate it.
This isn’t just about offloading work (though that’s a nice bonus). It’s about recognizing that your time is finite and your impact can be infinite when you learn to multiply yourself through others.
The Three Levels of Delegation (And Why Most People Get Stuck at Level One)
When I first started delegating, I made the classic mistake of micromanaging every single step. I’d create detailed instructions, check in constantly, and basically hover over people’s shoulders. It was exhausting for everyone involved.
Here’s what I learned: there are three distinct levels of delegation, and understanding them changes everything.
Level 1: Delegating Tasks
This is where most people start (and unfortunately, where many stay). You know exactly what needs to be done, you know the steps, and you hand over a detailed playbook. Think of it as giving someone a recipe and expecting them to follow it to the letter.
Early in my entrepreneurial journey, I remember delegating a research task to find potential business partners. I gave my virtual assistant specific search terms, exact criteria for companies, and even drafted the outreach email template. It worked, but I was essentially cloning my process rather than leveraging their unique strengths.
Level 2: Delegating Outcomes
This is where the magic happens. Instead of dictating the “how,” you focus on the “what.” You paint a clear picture of the destination and let them figure out the best route to get there.
Using that same research example, the Level 2 approach would be: “I need a spreadsheet of 25 companies that fit these criteria by tomorrow morning. The goal is to have quality leads I can reach out to for potential partnerships.”
Suddenly, they’re not just following your steps. They’re thinking, problem-solving, and often coming up with approaches you never would have considered.
Level 3: Delegating Vision
This is advanced-level delegation, typically reserved for senior team members or department heads. You share the big picture vision and let them create their own strategy to achieve it.
Most people will spend their time operating between Level 1 and Level 2, and that’s perfectly fine. The key is recognizing when someone is ready to graduate from tasks to outcomes.
Why 70% Is Actually Perfect (And How to Get Comfortable with “Good Enough”)
Here’s the mental shift that changed everything for me: delegation isn’t about finding someone who can do something exactly like you would. It’s about finding someone who can achieve the result you need while freeing you up to focus on things only you can do.
The 70% rule forces you to confront a hard truth. If you’re waiting for someone who can do something 100% as well as you can, you’ll be waiting forever. And more importantly, you’ll be stuck doing tasks that could easily be handled by others.
I learned this lesson the hard way when I was managing our marketing automation system. I could build campaigns quickly and efficiently, but I was also the bottleneck. Every new campaign had to wait for me to find time in my schedule.
When I finally delegated this to a team member who could initially only achieve about 70% of my speed and precision, something interesting happened. Not only did I free up hours of my time each week, but over time, she became better at it than I ever was. She brought fresh perspectives and creative solutions I never would have thought of.
The compound effect of delegation is real. Maybe it takes longer the first time, but if you know you’ll need to do that task 200 times over the next year, teaching someone else to do it at 70% efficiency suddenly becomes a massive time investment that pays dividends.
What to Delegate First (And Who Should Do It)
If you’re new to delegation, start small and start smart. Don’t begin with your most critical, high-stakes projects. Instead, look for tasks that meet these criteria:
– You do them regularly (weekly or monthly)
– You’re comfortable and competent at them
– The stakes are relatively low if something goes wrong
– They don’t require your unique expertise or decision-making authority
Think about those recurring tasks that eat up your time but don’t necessarily energize you. Maybe it’s creating presentation slides, managing your calendar, or handling routine customer inquiries.
The key is matching the right task with the right person. This sounds obvious, but you’d be surprised how often people skip this step. Don’t delegate a design task to someone who struggles with visual creativity. Don’t give detailed analytical work to someone who thrives on big-picture thinking.
Consider both skills and interests. Someone might be capable of doing something but absolutely hate it, which sets everyone up for frustration. Whenever possible, delegate tasks to people who either already have the relevant skills or show genuine interest in developing them.
The Investment Mindset That Changes Everything
Here’s what most people miss about delegation: it’s not just about getting things off your plate. It’s about investing in people and building organizational capability.
When you delegate effectively, you’re not just freeing up your time. You’re creating opportunities for others to grow, learn new skills, and take on more responsibility. You’re building a stronger, more capable team.
I’ve watched team members transform from task-followers to strategic thinkers simply because someone took the time to delegate meaningful work to them and provide proper guidance along the way.
Yes, delegation requires an upfront investment of time and energy. You’ll need to explain context, provide feedback, and course-correct when necessary. But think of it like compound interest for your productivity. The initial investment pays dividends for months or years to come.
Remember: delegation is not abdication. You’re still responsible for the outcome, but you’re not responsible for doing every single step yourself. Create feedback loops, check in regularly (without micromanaging), and be available for questions and guidance.
The goal isn’t to dump tasks on other people and walk away. It’s to create a system where work gets done efficiently while people grow and develop in the process.
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Your action item is simple: identify one task you do regularly that someone else could handle at 70% of your capability. Then find one person in your current circle who could take it on.
Don’t wait to hire someone new or find the perfect candidate. Start with who you have, start small, and start today. The compound effect of delegation begins with that first task you’re willing to let go of.
