Start by handing over repeatable coordination, then move toward higher-context ownership as trust and shared context build.
Use one rule: does this genuinely need the founder?
Founders often keep work because they can do it quickly. That is different from the work requiring them.
If something happens repeatedly, has a reasonably clear outcome and does not require your final judgement, it deserves to be considered for delegation.
25 things to consider handing over
- Diary scheduling and rescheduling.
- Meeting confirmations and logistics.
- Recurring meeting preparation.
- Action tracking after meetings.
- Routine inbox organisation.
- Drafting straightforward correspondence.
- Travel research and booking.
- Itinerary preparation.
- Supplier research and comparisons.
- Competitor or market research.
- Presentation formatting and preparation.
- Document organisation.
- CRM updates.
- Client follow-ups.
- Proposal follow-up administration.
- Client onboarding coordination.
- Recurring reporting preparation.
- Data gathering before a decision.
- Project action lists.
- Deadline tracking.
- Supplier chasing.
- Basic process documentation.
- Recurring team reminders and coordination.
- Selected personal bookings and practical admin.
- The loose ends you currently keep in your head.
Do not hand over all 25 at once
Good delegation compounds. Start with work that is easy to review and low-risk. That gives somebody the opportunity to learn your preferences and gives you evidence that the handover works.
Stage 1: clear-answer work
Scheduling, booking, formatting, recurring research and straightforward administration.
Stage 2: context-once work
Meeting preparation, client coordination, recurring reporting and follow-ups where the person needs to learn how you like things done.
Stage 3: judgement-led work
Protecting calendar space, deciding what to escalate, following through stakeholders and owning recurring responsibilities inside agreed boundaries.
The aim is not to prove you can delegate 25 tasks. It is to reach the point where fewer things still require you to notice them first.
What should stay with you?
Keep the work where your authority, judgement or relationship is genuinely the value: core strategy, major commercial trade-offs, sensitive people decisions and relationships where your personal involvement is the point.
Support can prepare the information and coordinate the process around those decisions without pretending to replace the founder.
A simple five-day delegation audit
For the next five working days, make a note every time you do something that somebody else could theoretically have done. At the end of the week, sort the list into:
- Only me — genuinely needs founder judgement.
- Context once — needs your preferences learned once.
- Clear process — can be handed over with a simple outcome and rule.
- Should disappear — automate, simplify or stop doing it.
Your first support scope should usually begin with “clear process” and then move into “context once”.
Where Levarelle can begin
Levarelle can start with one contained area, a few hours of flexible support or a wider ongoing relationship. You do not need to invent a full-time role to find out what handing work over properly feels like.
Explore executive support for founders →