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We never want to confuse volume for value. At the end of the day, we are trying to create transformation, not just deliver information. They don't want a lot to do. They want the outcome.

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What if you could build a business in the modern world as big or as small as you want, without having to compromise the things that were the most important to you in the very beginning? This is the Wealthy Consultant Talks podcast with Taylor Welch and Mike Walker, and they share with you today their learning lessons from stories in their experiences over the past 10 to 15 years and share with you right here, right now.

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Let's get into it.

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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 gonna share with you today, specifically about delegating like a CEO, delegating 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, etc., etc.

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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 willing 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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And 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, I'm sure maybe you've even felt this like, "Wow, there's only 24 hours of the day. How can I get to the next level, right? If I'm already maxed out, how many go do more, right?"

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So obviously, we hear this, "Oh, well, you got to work smarter, not harder." Okay, yeah. Well, 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. And a big piece of that is learning to work through people instead of with your own hands.

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And 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? And so once you go, "Okay, well, I need people." Well, yeah, you need people, but you need people on a mission. You need people with clarity.

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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? Well, one of the things that I really like to highlight is the fact that there is a difference between delegating tasks and delegating outcomes. Let me say that one more time.

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This is a big one, probably even a write-or-down. Or if this is kind of something new for you, and you're making this shift from entrepreneur to a true business owner CEO, there is a difference between delegating tasks and delegating outcomes. Now, this largely has to do with the caliber, or rather, the sophistication level, of the team that you are bringing on. Naturally, there are going to be, you know, just task doers, laborers, right?

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Like the manual labor, the people. "Hey guys, you know, 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, if you will, with the business, 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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You maybe, hopefully, if you're doing it right, if you're hiring right, better, smarter, more interested, more passionate about that one particular piece of the business than you are, because ultimately, the height of your business is going to be throttled by the quality of your team and your ability to delegate tasks toward a high-potency, high-performance, decision-making team.

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So, let's talk about this delegation, because there are different levels of delegation when it comes to things getting done. Like I said, delegating tasks and delegating outcomes. Let's talk about the difference here because this is important. So, number one, there are what I call high-autonomy tasks, or high-autonomy delegation, which simply just says, "Hey, you know, Joe, this is what good looks like. We need to accomplish X, and we need to get this done by the end of the month. Help us get there."

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Right, and you basically have meeting number one on the front, which is, "This is what good looks like," and these are some of the basics. They essentially take it and run with it until the end, and then at the end, they come back, "Okay, this is what I've accomplished. This is what we were able to achieve," etc. Right? So, essentially, just two touch points—beginning and end. That's high autonomy. You're giving that person carte blanche to define the process in which the end outcome is created, right? That's what we want. We want decision-makers.

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Well, there are other levels of delegation, too. There's what I call moderate oversight, which is essentially you have that start meeting, right? But along the way, you have predefined milestones. Predefined milestones that say, "Okay, once we get to this piece or this phase, let's stop, analyze, make sure we're still on track, and then move on to the next." Typically, these I like to break up into four touchpoints: the start, two milestones, and a finish. That’s usually for any kind of major project or high-leverage goal or objective you have in your business.

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It just makes sure that you're on track. You don't get too far off or too out of alignment. Otherwise, you may use up a week or two just to rein it back in to get them a little bit more on a straight shot toward your vision of what good looks like. Right? So again, high autonomy is just two touchpoints—beginning and end. Moderate is a start, two milestones, and then a finish. And the last one is what I call close guidance. Now, this is something that either is extremely imperative or has high consequences, or it's for people that just need more guidance.

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This is where you may want to delegate these types of close guidance projects to managers because this is where you're going to have up to eight touchpoints. You'd have the beginning, "Hey, guys, this is the mission. This is what we're trying to achieve," painting the picture, and starting with the end in mind—all those things. Right? And then you're going to have regular check-ins. So maybe this is six weeks of weekly check-ins. "Okay guys, where are we at today?" You're measuring the KPIs and breaking this thing into finer detail to make sure that nothing is missed.

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So, it's not a matter of like, "Well, I only use high-autonomy delegation," or, "I only use close guidance delegation." It's really an important piece to understand as a CEO when to deploy these different levels of delegation to ensure it's going to get done the right way. And if you're not handling this directly, then make sure your management team understands the nuances of the differences between high autonomy, close guidance, and even the moderate oversight projects. It's a simple concept to understand, but when you can start delegating more efficiently, understanding the level of autonomy, you're not going to get confused or frustrated.

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It's very simple—how much bandwidth or how much free reign you want to give your team to go get the job done that you want done, plain and simple. Now, another one I like to run all decision-making processes through as a CEO is a three-filter question system. And I'm going to give this to you now: Automate, Delegate, Eliminate. Automate, Delegate, Eliminate. We just talked about delegate, right? So if you're sitting at your desk and you're like, "Man, I have so much to do this week, I don't even know where to start," right? You're just feeling overwhelmed. Been there, done that.

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So what do we do? As soon as I have a clear picture of all the different things that need to get done, I just simply line by line ask myself: "Number one, do I have to be the one to do this? Am I the only person on the planet capable of producing the end result that is required for this particular project or task?" Just by asking this, you should be able to delegate a lot of items. As a CEO, you should spend far more time working through people and using your brain instead of your hands.

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And don’t confuse this. Sometimes, as a business owner, especially with a smaller team, you might still roll up your sleeves and get dirty with your team. That’s leadership—being on the frontlines too. But you need to recognize, "Just because I can do it doesn't mean I should." If someone on your team can do it at 80% quality, that's just as good as you doing it at 100%. That 20% gap can be applied to higher-leverage opportunities.

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So really, we need to understand the fact that, "Do I actually need to be doing this task?" Run through your list and ask yourself, "Do I have to be the one to do this, or is there someone else capable?" That’s the first filter: Delegate.

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The second filter is Automate. This doesn't just mean using SaaS tools or automation software, but also systematizing. Ask yourself, "Is this something that gets done more than once?" If it is, you should focus on creating a system to handle it better. For example, if you do the same task weekly or monthly, think about how you can optimize it to make it easier, faster, or more efficient.

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Remember, the old ways of doing things won't get you to new levels. You may have been doing something a certain way for a year, but if it’s not producing results, it’s time to rethink. Focus on optimizing recurring tasks or projects. If you can't delegate it and have to do it yourself, make sure you’re doing it in the best possible way.

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The final filter is Eliminate. Ask yourself, "What would happen if I didn’t do this?" Often, the answer is, "Not much." For example, if a task that’s only important to 2% of customers doesn’t get done, you might get one or two emails asking why, but it’s rarely catastrophic. Reduction is one of the fastest ways to speed up progress.

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Eliminating unnecessary tasks and dead weight in your systems can free up time and energy. Taylor and I do this all the time, especially with our community programs. In the educational space, things tend to bloat over time—more curriculum, more videos, more lessons. But we must remember: volume does not equal value. Transformation, not just information, is the goal.

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We constantly evaluate our curriculum and delivery methods, asking, "Do they really need a 32-week course to achieve the end result? Or can we give them a few Google Docs and a short video to get it done in a week?" Simplifying and streamlining are key to creating value. Customers don’t want more to do; they want faster outcomes.

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So, thinking and delegating like a CEO often means stripping things out. Simplicity is the ultimate form of sophistication. When you remove complexity, you reduce friction in your systems. When friction is reduced, processes flow easier, things speed up, and you reach new levels of efficiency and success.

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Make it a habit to evaluate what you’re doing weekly. Start shifting from the scrappy entrepreneur mindset—doing everything yourself—to working through people. Remember the key difference between delegating tasks and delegating outcomes. It’s not always easy, but it’s simple. Understand your goals and figure out the fewest moving parts to achieve them.

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This mindset shift is a big one, but it will make you a lot of money in the long run. Operating like a CEO means thinking strategically and empowering others. It’s not about doing it all yourself but about setting up systems and teams to drive your business forward.

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All right, guys, I hope this helps. Thinking like a CEO is a game-changer, and if you can embrace these concepts, you’ll see incredible growth. Make sure to like, share, and subscribe. Thanks for tuning into the Wealthy Consultant podcast, and we’ll see you on the next episode. Cheers!