Find out how much of your week is spent growing the business versus just keeping it running.
Write down everything you did last week. Do not filter or judge. Include meetings, emails, admin, creative work, sales calls, hiring tasks, putting out fires. Everything. Be thorough because the patterns only show up when you capture it all.
From your list above, pull out everything that directly contributes to growth: new revenue, new clients, new capabilities, better positioning, bigger opportunities. These are the things that change your trajectory.
Everything else. These tasks are necessary but they do not grow the business. Client delivery, invoicing, admin, scheduling, fixing tech issues, managing day-to-day team questions.
Count the hours (or estimate them) for each category. Divide strategic hours by total hours. Most founders land around 20/80. A healthy target for a CEO is at least 50/50. Write your ratio here.
Look at your operational list. For each item, ask: Can someone else do this? Can I create a process so it runs without me? Can I stop doing it entirely? Write your delegation plan.
Set a specific target for your strategic-to-operational split and a date by which you want to hit it. Be realistic. Moving from 20/80 to 50/50 usually takes 3 to 6 months of intentional delegation.