How to Delegate to a Virtual Assistant (Without Micromanaging or Fixing Mistakes)

Why Delegation is So Important

Delegation is the difference between running your business and feeling like it’s running you.

Here’s why it matters:

• It frees up your time as the business owner to focus on growth, strategy, or even taking a day off when you want.
• It stops the bottleneck of you being involved in every single task.
• It prevents burnout - because doing everything yourself isn’t sustainable long term.

But let’s talk about the elephant in the room: delegation can be scary.

• What if the task comes back half-done?
• What if it’s done wrong, and you end up fixing it yourself anyway?
• What if handing something over actually makes things harder?

Or most scary of all - what if they completely f*ck it up and you end up looking like an idiot and having to spend time and money trying to fix it all?

If you’ve tried delegating before and it didn’t go well, it’s easy to throw your hands up and think, “Forget it, I’ll just do it myself.”

Here's what I know:

• Without delegation, you’ll stay stuck where you are.
• With it, you’ll create space to grow your business and reclaim your time.

But what I also know (and learned the hard way) - delegation is a skill. And like any skill, you have to learn it, practice it, and refine it. Otherwise, you’ll keep running in circles, overwhelmed, overworked, and unable to step away without everything screeching to a halt.

If delegation hasn’t worked for you before, it’s not because delegation itself doesn’t work. It’s because you didn’t have the right system.

Delegation isn’t just about handing a task to someone and hoping for the best - it’s about building a system that makes delegation work. A system that gives your team the right information, the right authority, and the right level of support to do the job properly - so you can step back without everything bouncing straight back to you.

Start with an SOP

If you want tasks done right, every time, start with an SOP - a Standard Operating Procedure.

What’s an SOP?

It’s a simple step by step guide for completing a task. It takes away the guesswork, so whoever you’re handing over to knows exactly what to do and how to do it.

Why bother with an SOP?

• Clarity: You’re not leaving room for confusion.
• Consistency: The task gets done the same way every time, no matter who’s doing it.
• Time saved: You’re not stuck explaining the same thing over and over again.

And before you think, "I don't have time to create instructions for everything" - stop right there. 

SOPs aren't hard to make, and you can literally make them while you work. .

How to Create an SOP

1. Pick a task you want to hand over: Choose something simple and repetitive, like inbox management or scheduling social media posts.
2. Record yourself doing the task: Talk through what you’re doing and why as you complete it.
3. Break it down into steps: Use your recording to list out each step in the process, in the order they need to happen.
4. Include tools and resources: Note any logins, templates, or other materials they’ll need.
5. Refine as needed: Test the SOP by following it yourself or having someone else follow it, then tweak it for clarity.

And you know what? You don’t even have to start from scratch. My SOPs Made Simple Bot can help you create an SOP in minutes - just record yourself doing the task, and the bot will turn it into step by step instructions in seconds.

Once you’ve got your SOP, you’re ready to hand over the task with confidence.

Action Step

Record yourself doing one task today and use my SOPs Made Simple Bot to create your first SOP in minutes.

Use the OKP Framework for Delegation

Once you’ve got your SOP, the next step is to make sure the person you’re handing over to has everything they need to succeed. Because if they’re always coming back to you with questions, you’ve just given yourself extra work.

That’s where the OKP framework comes in:

• Outcome
• Knowledge
• Power

Here’s how it works:

Outcomes: Define the Deliverable

Be super clear about what success looks like. What do you need done, by when, and to what standard?

• Define the results you’re expecting (e.g., “Never run out of paper in the office.”)
• Include any deadlines or specific quality requirements.
• Example: “Cafe is clean, fully stocked and ready for the morning rush before you leave at night.”

When you combine clear deliverables, well-defined responsibilities, and the right resources, you’re setting things up so that delegation actually works - without it all landing back on your plate.

Knowledge: Provide the Resources They Need

This part should all be covered in your SOP - because if they don’t have the right info, they’re going to keep coming back to you with questions. And that’s the last thing you want.

When you follow my SOP recipe, you’ll already have everything in place:

• A quick overview of the task, why it matters, and where it fits into the bigger picture.
• Step-by-step instructions on how to do it properly.
• Logins, tools, and software they’ll need.
• Templates, documents, or reference materials to make their life easier.

Example: If you’re handing over social media scheduling, your SOP might include your content calendar, a list of approved hashtags, and examples of posts that performed well.

Set them up with the right knowledge from the start, and you won’t have to deal with constant back and forth later.

Power: Clarify Their Level of Responsibility

Empower your team to make decisions, but be clear about what’s within their control and what needs your approval. If they don’t know where the boundaries are, they’ll either second-guess themselves or keep checking in with you - and that defeats the whole point of delegating.

This isn’t about micromanaging. It’s about setting expectations, so they feel confident making the right calls.

The Levels of Delegation framework helps with this. Some tasks need your input (like approving a new supplier), while others can be fully handed over (like issuing refunds under $50).

Not sure what level to set? Read my guide on Levels of Delegation.

Action Step

Choose one task from your SOP, and walk through the KPO framework to hand it over properly. Then put it into your task manager, not into an email!

Monitor Progress with Check-ins

Handing over a task doesn’t mean disappearing and hoping for the best. If you’re not checking in, you’re not delegating - you’re dumping the work and walking away. Don't dump and disappear.  You need to check in regularly to make sure things are on track, catch issues early, and build trust with your VA or team.

Check ins don’t need to be a big production. They should be quick, simple, and actually useful. Here’s how to make them work:

Daily Check-ins

Short and to the point, daily check ins help you stay in the loop without hovering. Both you and your VA or team members should answer four simple questions:

• What did you achieve today - your wins?
• What went well?
• What issues did you face, and how did you handle them (or plan to handle them)?
• What’s your plan for tomorrow?

This daily check in should take a couple of minutes at the end of everyone's working day - no more. 

These should be shared somewhere everyone can access - like a Slack channel or another central messaging tool - so the whole team stays on the same page. This way, you can see at a glance what’s happening, spot potential issues early, and jump in only if needed.

Weekly Check-ins

Weekly check-ins are where you zoom out and look at the bigger picture. Use this time to check progress, sort out any recurring issues, and make sure everyone is clear on priorities. Your weekly meeting is 30 to 60 minutes, no more.

Here’s what to cover:

• Celebrate the week's wins
• Track progress on KPIs or goals
• Review tasks completed during the week
• Address challenges or bottlenecks (without blame—focus on solutions)
• Plan tasks and priorities for the week ahead

Weekly check ins are also a great time to provide gentle feedback. A little encouragement goes a long way in building trust and keeping your team motivated.

Why Check-ins Matter

The daily check in is a super quick way for everyone to see where everyone else is at, and the weekly meeting keeps everything on track. As the business owner, it’s like constant performance reviews and a great way to head off small issues before they snowball into big ones. It’s also a great way to show your team that you’re invested in their success while still making sure your standards are met.

Action Step

Set up a Slack channel for your 2 minute end of day check ins. Schedule a 30-60 minute weekly meeting via Zoom or face to face.

Practical Tips for Successful Delegation

If you’re new to delegation, or it hasn’t gone well for you in the past, it’s easy to feel like it’s not worth the effort. But remember - you don't dump and disappear. You have to hand tasks over with the right support to make sure it’s done properly.

Delegate, don’t abdicate.

When you delegate, you’re not just offloading a task and hoping for the best. You need to make sure your VA understands the task, is getting the right outcome, and has room to improve over time. The first couple of times, there may be questions. Your VA might need to adjust, and that’s completely normal.

Your role isn’t to micromanage - it’s to guide and support them in the right way. That means:

• Pointing them back to the SOP if they get stuck.
• Providing clarification if something isn’t clear.
• Helping them to troubleshoot any challenges that come up.

And here’s an important one - if things go wrong, look at your part in it. Did you communicate expectations clearly? Was your SOP missing something? Did they need more guidance in the beginning? Delegation is a two-way street, and when you take ownership of your role in the process, it gets easier (and more effective) over time.

By staying accessible and supportive, you’re setting your VA up for success while freeing up your own time to focus on the bigger picture.

Start Small

If you’re new to delegation, or if you’ve had bad experiences before, don’t try to hand over everything at once. That’s a fast track to frustration - for both you and your VA.

Start with a small, low-stakes task like scheduling meetings or responding to non-urgent emails. Use this as a test run to build trust, fine tune your delegation process, and work out any kinks before moving on to bigger responsibilities.

And here’s something important to remember: delegation is a skill - for you, not your VA. If a task isn’t done properly, it’s not because your VA “doesn’t get it.” It’s because they weren’t given the right instructions, context, or authority to do the job properly. Learning how to delegate well is what makes it work.

Once you’re confident, you can start delegating more complex tasks with higher stakes.

Start with Quick Wins

Think of quick wins as training runs - small, repetitive tasks that take up too much of your time but are easy for someone else to handle. These are perfect first tasks because they free up your time immediately and help you build confidence in delegating.

Not sure where to start? Download my Big List of Tasks to Delegate for a full breakdown of what you can hand over right now.

Be Clear and Specific

Vague instructions lead to vague results. If you say, “Just handle this” or “Figure it out,” you’re setting your VA up to fail.

Instead, use the OKP framework:

• Outcome: What does success look like? Define the results you’re expecting.
• Knowledge: Make sure they have all the info, tools, and SOPs they need.
• Power: Be clear about what decisions they can make and what needs your approval.

And don’t just bury instructions in an email - put it into a task manager. If it’s not tracked, it’s too easy for things to fall through the cracks. Adding tasks to a tool like Asana, ClickUp, or Trello means:

• Everything is in one place (no lost emails or scattered messages).
• Your VA can check off completed work, keeping things visible.
• You can track progress without having to chase for updates.

A solid handover upfront - plus clear tracking - means fewer mistakes, less back and forth, and jobs that run much more smoothly for both of you.

Provide Feedback

Delegation doesn’t end when you hand over a task - it’s a cycle. The first few times, there will be adjustments. That’s normal.

Make time to give constructive feedback so your VA can keep improving:

• Highlight what they did well - positive reinforcement builds confidence.
• Correct mistakes with clear explanations - show them how to improve rather than just pointing out what’s wrong.
• Offer tips for next time - small tweaks can make a big difference over time.

The goal isn’t perfection from day one - it’s continuous improvement. Over time, this builds trust, confidence, and a strong working relationship.

Reflect, Review, and Improve

If things didn’t go well, take a step back before assuming the problem was with your VA. What was your part in it?

Ask yourself:

• Were my instructions clear? Or did I assume they just “knew” what I meant?
• Was my SOP detailed enough? Or do I need to update it with missing steps or extra context?
• Did I provide all the key info they needed? Or did I leave out something crucial?
• Did I set the right level of delegation? Or did I give them too much or too little authority?

If you spot areas where you can improve, adjust how you delegate next time. And if your SOP was lacking, tweak it now - so the next time you delegate that task, it actually works.

Delegation is a skill - you get better at it the more you do it.

Action Step

Pick one small task to delegate this week. Use the tips above to hand it over properly, track it in your task manager, and guide your VA through the process. And if something doesn’t go right? Reflect on what you could do better next time.

Final Thoughts

Delegation isn’t about stepping away completely from day one. It’s a gradual process - one where you set things up, provide the right guidance, and slowly step back as your VA takes ownership. Use the 10/80/10 rule: 

• The first 10% is yours—you set things up, provide guidance, and make sure expectations are clear.
• The middle 80% is your VA—they do the work, follow the process, and handle the task.
• The final 10% is yours again—you check in, provide feedback, and refine the system as needed.

Over time, you can start reducing your involvement in that final 10% by handing over more responsibility. Instead of delegating task by task, you’ll be handing over full processes - which is where systems, SOPs, and documented workflows come in. (If you don’t have those in place yet, now’s the time to start!)

Delegation isn’t just about freeing up time - it’s about making sure you’re focused on the right work. The more you systemise and refine your delegation process, the easier it gets - and the more time and headspace you’ll have for the things that really matter.

Freebie & Next Steps

Ready to start delegating? Download the Big List of Tasks to Delegate and pick one task to hand over this week.

If you’re ready to take delegation to the next level, make sure to check back for the rest of the articles in this series, coming up week by week!