distributing 100% of the work of the manager, divide the work into two parts: 1) the 20% that is the most important to keep within the team or company, and 2) the 80% that can be eliminated, automated, or outsourced. You can do this with two columns on a whiteboard: “Important 20%” and “Other 80%.” In the 80% column, how can you first eliminate as much as possible? Work through the responsibilities this way: 1. What can you Eliminate? 2. What can be Automated? 3. What can you Outsource? 4. Finally, Delegate or Distribute what is left. For functions that can’t be eliminated, how can you use the core CEOFlow values of Transparency and Trust to eliminate 80% of the reporting, monitoring, checking and auditing? (You can see more examples in my book CEOFlow: How to Turn Your Employees Into Mini-CEO's in the chapter on “The Power Of Transparency.”) For example, rather than having a process to pre-approve expenditures, try eliminating the approval process entirely, and transparently publish everyone’s expense reports or team expenditures against budgets. In that kind of expenditures system, create a process in which individuals must seek advice from others before spending money. It could be a process in which a peer, not a manager, must approve the expenditure. Peer review and transparency are a much more powerful and productive combination than administrative rules and regulations. Then after eliminating and reducing as much as possible, go through and map out what you can automate or outsource, in ways that will both free your time and improve results. After you’ve created plans for eliminating, automating, and outsourcing as much as possible, move on to delegating. Distributing Management Through Sub-Teams And Team Leads