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Hey, what is going on? My friends, Mike Walker here, excited to dive in on another topic that I know can transform your business.

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It will absolutely transform your business. If you can embrace some of these concepts I'm going to share with you today, specifically about delegating like a CEO. Delegate like a CEO. Now, why are we talking about this today? Well, it's simply because a lot of people, as they come into our ecosystem, right? They come to the Wealthy Consultant. They start learning about our abilities to help them scale, grow, et cetera.

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One of the things that Taylor and I really pick up on quite quickly, and most often in people's businesses in that very earlier stage of scale and growth, is the fact that they have to have a mental shift. They really have to have, for lack of a better way to say, almost like a lobotomy, honestly, in terms of being an entrepreneur and being a CEO. They are very different things.

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And when you are wanting to grow, when you're wanting to take your business to the next level, you really start to become aware, cognizant of the fact that to get to the next level will require you to do things very, very differently.

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We see this all the time, where these business owners, they come in, they've got great businesses, they've got great mission statements, they're passionate, they're doing the work—all the things, right? And then all of a sudden they just plateau, and they're like, "What is going on? Like, I've stopped growing. I can't grow anymore." Or, maybe you've even felt this. "Wow, there's only 24 hours a day. How can I get to the next level, right? If I'm already maxed out, how do I do more?"

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So obviously, we hear this: "Oh, well, you got to work smarter, not harder." Okay, yeah. That sounds really cool and fun, right? But how do we do that? Well, one of the biggest, most high-leverage activities you can do as a business owner is to make the shift from entrepreneur mindset to CEO mindset. A big piece of that is learning to work through people instead of with your own hands.

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That is a really critical component, especially for those that are kind of that lean and scrappy, you know, just bootstrap it, "I figured out and kind of grew organically on my own." Well, that's all good and well. In fact, that's honestly how I started my entrepreneurial journey, too. But you quickly realize that there are limits to what you can do on your own, right? So once you go, "Okay, well, I need people." Well, yeah, you need people, but you need people on a mission.

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You need people with clarity. You need people with a runway to operate on that is synergistic to your vision for the company, right? And that can get really hard. You get a lot of people on board. That's one thing, but you quickly realize, "Wow, this is like herding cats." So you really got to delegate, like a CEO. But how do we do that? One of the things I like to highlight is the difference between delegating tasks and delegating outcomes.

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Let me say that one more time. This is a big one—probably even a write-it-down moment. If this is something new for you and you're making this shift from entrepreneur to true business owner/CEO, there is a difference between delegating tasks and delegating outcomes. This largely has to do with the caliber—or rather the sophistication level—of the team that you are bringing on.

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Naturally, there are going to be task doers—manual laborers. "Hey guys, I need X, Y, and Z done, and this is what it looks like. Go do it." That’s fine, and you need that. But as you start to move up the food chain, you start to realize, "Wow, no, I need actual other brains working on things. I can’t just have hands working on things. I need to actually take out some of these pieces of decision making, reduce my cognitive load, and get it into someone else’s hands."

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Because ultimately, the height of your business will be throttled by the quality of your team and your ability to delegate tasks towards a high-potency, high-performance, decision-making team. Let's talk about this delegation because there are different levels when it comes to things getting done.

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Number one, high-autonomy delegation: This is where you say, "Hey, this is what good looks like, and we need to accomplish X by the end of the month. Help us get there." Essentially, it involves two touchpoints: a start meeting and then a final review. This allows the person to define the process while aiming for the end goal.

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Next is moderate oversight: This is where you break a project into four touchpoints—a start, two milestones, and a finish. It ensures the project stays on track while providing periodic checkpoints. This is ideal for larger goals or major projects.

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Lastly, close guidance: This is for tasks with high risk or critical importance, or for people needing additional support. It may involve up to eight touchpoints, weekly check-ins, and regular KPI evaluations to ensure nothing is missed.

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It’s not about using one method exclusively, but understanding which type of delegation fits the task or person. This clarity ensures you won’t feel confused or frustrated when progress seems unclear.

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Another framework I use as a CEO is the three-filter system: automate, delegate, eliminate. We just talked about delegating, right? So if you're overwhelmed with tasks, here's what I do. Write down all the tasks you need to do, and ask yourself, "Do I have to be the one to do this? Am I the only person capable of producing the result?"

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Often, you’ll find many of those tasks can be delegated. As a CEO, you should be spending your time working through people and using your brain, not your hands. But don’t misunderstand me—sometimes, especially with a smaller team, you’ll still roll up your sleeves and get hands-on. However, just because you can do something doesn’t mean you should. Remember, 80% done by someone else is often good enough if it frees you up for higher-leverage activities.

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Next is automation. Ask yourself, "Is this something that gets done more than once?" If so, find ways to systematize or automate the process. This could involve software, templates, or simplifying workflows. It’s about making recurring tasks more efficient. Remember, old ways won’t get you to new levels, so be willing to optimize.

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Lastly, elimination. Ask yourself, "What would happen if I didn’t do this at all?" Often, tasks continue simply because they always have, but they may no longer serve their purpose. Removing unnecessary steps or processes reduces friction and accelerates progress.

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For example, in an educational community, it’s tempting to add more modules, videos, or curriculum to over-deliver. But more isn’t always better. Clients want outcomes, not busy work. Streamline your offerings to achieve results faster. Simplification is the ultimate sophistication.

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To wrap up, start shifting your mindset from entrepreneur to CEO. Focus on working through people and delegating outcomes. It’s not easy, but it’s simple. Simplify your systems, reduce complexity, and you’ll reach new levels of success. Thanks for tuning in to the Wealthy Consultant podcast. Like, share, and subscribe. See you next time. Take care, guys. Peace.