This was one of the slides from my talk at Conversion Con in October:
I meant this in the most positive way. Here’s the thing, when we had our first born, I wanted nothing more than to spend time with family.
I wanted to outsource the mundane in my work-load so that I could focus on the higher-impact activities. And I’ve had a VA ever since. ~4 years to be exact.
One of the most valuable lessons in business is learning how to focus your energy on what truly matters – i.e. revenue generating activities.
And the best way to do that? ADD: Automate, Delegate, Delete.
It’s a cheat code for unlocking leverage and freeing yourself from the busywork that weighs you down.
Let’s break it down:
Automate
Ask yourself: What tasks are repetitive, time-consuming, and can be done without my direct involvement?
Automation tools can handle so much of your business’s “grunt work.” Email follow-ups, lead generation, and even client onboarding can all be automated with the right systems.
For example:
- Use a CRM like Follow Up Boss to automatically track client communication or set up some automations to keep your team accountable.
- Implement Zapier to connect your tools and create workflows (Zapier is your connectivity engine).
- Set up automated email campaigns to nurture your database without lifting a finger.
Automation isn’t about replacing the human touch, it’s about amplifying it by saving your energy for high-value interactions.
If you’re not automating, you’re drowning in busywork. You need to reframe your mindset to think: how can I automate this.
In one of my previous roles I used to go on a handful of one-on-one appointments every day analyzing agent’s tech stacks and following up with recommendations on what to improve and how. I created an in-take form and after every appointment, the agent would receive a series of educational emails teaching them how to implement whatever tool we had talked about during our appointment (all automated).
Automation creates efficiency and allows you to scale.
Delegate
This is the art of running a business and making progress, faster. Delegation isn’t just outsourcing tasks, it’s about freeing yourself up to focus on what only you can uniquely do.
To master delegation, you need two things:
- SOPs (Standard Operating Procedures): Clear, step-by-step instructions for every task you hand off. SOPs ensure consistency and make onboarding new team members seamless.
- A Rockstar VA (Virtual Assistant): Hiring the right VA can transform your business. They handle everything from admin, TC, to social media management, freeing you to grow your business.
Here’s what a good SOP looks like:
Goal:
What is the ideal outcome of this procedure and why do we do it this way?
Purpose:
Why does this procedure exist? And why do we do it this way?
Owner:
Who owns this procedure? Is there anyone else involved? Who can the owner go to if help is needed?
Procedure:
Step 1:
Step 1a:
Step 2:
Step 3:
Step 4:
A well defined and documented SOP sets a standard and it protects the work. Here’s what I mean …
My first VA was a total bust. I wanted to give her the freedom to learn and make mistakes and grow into the role and complete the tasks set out. Rather than micromanage, I wanted to give her space.
Pretty soon, it became evident that she wasn’t following any of the steps outlined in the SOP’s. (I once wrote step-by-step technical documentation for 4 product lines of a real estate startup; SOP’s are my jam).
I could’ve written this off and said, “VA’s aren’t for me, only I can uniquely do this best.” But I didn’t. Instead I found a better fit.
If you’re struggling with delegation and trust, the real underlying problem is that you probably have a documentation and SOP problem.
Create your SOP’s, set the vision, and delegate. It’s that simple.
When delegating:
- Be specific. Provide clear instructions and set expectations. (e.g. I need this by Tuesday, Dec. 10th at 10:00am PST).
- Trust but verify. Check in on progress without micromanaging.
- Focus on outcomes, not processes. Let your VA bring their expertise to the table. (e.g. “Here’s why we do this, this way. If you find a better way to improve this SOP, please take some liberties and do so. Explain why this is a better process and outline the new process).
Delete
Two of the questions I answer in my weekly journal are: (random, but yes, I still journal and I use Things3 to manage my To Do list)
1.) What worked? What didn’t? And why?
2.) What will I continue or change?
You need to ask a similar question in regards to your processes.
Remember, have an “automation” mindset. i.e. How can I automate this? And, if there’s a task that you repeatedly do that’s just plain ol’ annoying, ask yourself, “if I can’t automate or delegate this, can I delete it?”
The hardest part of ADD is letting go. Some tasks you think are critical may actually be holding you back. So ask yourself:
- Is this task really necessary?
- Does it drive revenue or results?
- Can you say no or let it go without consequences?
Clearing your plate of unnecessary tasks creates room for what matters most. You’d be surprised how much clarity comes from simply letting go.
Why It Matters
The more you automate, delegate, and delete, the more leverage you create in your business. Leverage is the secret to scaling without burning out. It’s how you step into your role as a true leader instead of being stuck in the weeds of running your business.
Running FUBCON was an all consuming exercise in creativity. Tight deadlines, constant context switching, a million different micro-decisions to be made daily …
You don’t execute at that level without learning to trust and delegate. Likewise, your business isn’t going to grow if you don’t learn to trust and delegate.
Take Action:
This week, make a list of every task on your plate. Next to each one, label it:
- Automate
- Delegate
- Delete
… and then put that plan in motion. In other words, actually make it happen.
Master ADD, and you’ll find your business working for you—not the other way around.
Cheers to your success 🥃
Ricardo
