Map your recurring activities, classify each one, and see exactly where your time is going. Most executives are surprised by what they find.
How many hours per week are you actively working in your leadership role? This is the denominator for everything that follows.
Add your recurring activities — the things that actually fill your calendar and working hours. Estimate hours per week honestly. Then classify each one.
Strategic means only you can make this call because of your specific positional authority, and delegating it would create material organizational risk. If a well-briefed direct report could handle it with 90 days of context — it's not Strategic, even if it feels important.
Leaders who operate effectively at senior levels typically keep Strategic work at or below 35% of their week. A higher percentage isn't always wrong — but it's worth a second look before we generate your results.
Work only you can do. Protect this time aggressively.
Work your team could own. Every hour here is an hour not spent leading.
Work that shouldn't exist. Recovering this is the fastest win.
Delegation gaps don't fix themselves — they calcify. A structured engagement maps exactly how to transfer the right work to the right people, and builds the team infrastructure to make it stick.