Should, Could, Delegate, or Automate: A Different View Of How To Manage Time And Effort In Business

Managing your time well is at the top of the list for business growth and personal happiness. Many professionals often feel overwhelmed by numerous tasks and struggle to figure out what to focus on.

A helpful solution is to simplify your framework that divides tasks into four categories: Should, Could, Delegate, or Automate. This view can turn a long to-do list into an organized action plan, helping you be more productive, effective, and less likely to think, “Wow, did I waste a boatload of time today?” Don’t want to go there.

The “Should” Category: Your Non-Negotiable Core

The “Should” category represents tasks that absolutely must be done by you. These are activities that align directly with your core responsibilities, leverage your unique expertise, or require your specific decision-making authority.

Strategic planning for your team falls squarely into this category. As a leader, you’re the only one who can synthesize company vision with team capabilities to create actionable roadmaps. Similarly, high-stakes client presentations, performance reviews for direct reports, and critical business decisions all require your personal touch and cannot be effectively delegated or automated.

The key to managing your “Should” tasks is ruthless prioritization. Not everything that feels urgent belongs in this category. Ask yourself: “Am I the only person who can do this effectively?” and “Does this directly contribute to my core objectives?” If the answer to both questions is yes, it’s a “Should.”  

The “Could” Category: Strategic Choices

“Could” tasks represent opportunities rather than obligations. These are activities that might add value but aren’t essential for your immediate success or your organization’s operations. This category often includes attending optional industry conferences, pursuing additional certifications, or exploring new business development opportunities.

The challenge with “Could” tasks is that they often feel productive while consuming time that could be better invested elsewhere. The secret is to approach this category with intentionality. Schedule specific time blocks for “Could” activities only after your “Should” tasks are well under control.

Consider implementing a quarterly review process where you evaluate which “Could” opportunities align with your longer-term career goals. This prevents you from getting caught up in the moment and helps ensure that any optional activities you pursue truly serve your strategic objectives.

The “Delegate” Category: Empowering Growth

Delegation represents one of the most underutilized yet powerful tools in professional development. Tasks that should be delegated typically include routine operations, activities that develop others’ skills, and work that doesn’t require your specific expertise level.

Effective delegation starts with understanding your team’s capabilities and growth aspirations. That monthly report compilation might be ideal for a junior team member seeking to understand business metrics better. The research project for next quarter’s planning could provide valuable learning opportunities for someone seeking to expand their analytical skills.

The key to successful delegation isn’t just handing off tasks; it’s creating clear expectations, providing necessary resources, and establishing appropriate check-in points. This approach ensures quality outcomes while developing your team’s capabilities, creating a win-win situation that strengthens your entire organization.

Remember that delegation requires an initial investment of time and effort. You’ll need to explain context, provide guidance, and possibly review work more closely initially. However, this upfront investment pays dividends as team members become more capable and independent.

The “Automate” Category: Technology as Your Force Multiplier

In our increasingly digital world, automation has evolved from a luxury to a necessity. Tasks prime for automation include repetitive processes, data entry, routine communications, and standard reporting functions.

Modern professionals have access to an unprecedented array of automation tools. Email filters can automatically sort and prioritize incoming messages. Calendar scheduling tools can eliminate the back-and-forth of finding meeting times. Customer relationship management systems can automate follow-up sequences and track interactions without manual intervention.

Artificial intelligence has dramatically expanded the possibilities for automation. AI can now draft initial versions of routine documents, analyze data patterns, generate reports, and even handle basic customer inquiries. The key is identifying processes that follow predictable patterns and can be clearly defined with specific rules or parameters.

With evaluating automation opportunities, calculate both the time investment required to set up the system and the ongoing time savings that can be achieved. Generally, any task you perform more than once per week that follows a consistent pattern is worth exploring for automation.

Implementation Strategy: Making the Framework Work for You

To really make this framework work, it’s best to take a step-by-step approach. Start by taking a good look at how you’re spending your time. Track your activities for a week and sort them into one of four categories.

You might be surprised by how much time is spent on tasks that could be handled differently. Many professionals find that they’re taking on routine tasks that could easily be delegated or automated, while missing out on high-impact activities that truly need their special touch.

When you have completed your audit, it’s time to create action plans for each category. For “Should” tasks, think about ways to make them more efficient. With “Could” tasks, set clear guidelines for when and how you want to tackle them. For “Delegate” tasks, identify team members who would benefit from these experiences and help them create development plans. And for “Automate” tasks, dive into some research to find the right tools that can simplify things for you. With these steps, you’ll find a happier and more productive way to work!

Self-Assessment: The Questions That Reveal Your Time Management Reality

Before diving headlong into implementation, it’s rather important to assess your current time management patterns honestly. The right questions can illuminate blind spots and reveal opportunities for improvement that might otherwise remain hidden.

Let yourself begin with the fundamental question: “What am I avoiding, and why?” Often, we unconsciously procrastinate on high-impact “Should” tasks by busying ourselves with lower-priority activities. If you find yourself constantly engaged in “Could” tasks while important responsibilities pile up, you might be unconsciously avoiding challenging or uncomfortable work.

Ask yourself: “What tasks am I holding onto that I could teach someone else to do?” Many professionals struggle with delegation not because they lack capable team members, but because they’re uncomfortable with the temporary loss of control or the initial time investment required for training. If you’re consistently working late while your team has capacity, this might be your reality.

Consider the technology question: “What am I doing repeatedly that a computer could handle better?” We often continue manual processes simply because they’re familiar, even when automation would be more efficient. If you’re spending significant time on data entry, email sorting, or routine communications, you may be missing obvious automation opportunities.

Carve out a moment to reflect on your boundaries by asking yourself: “What am I saying yes to that doesn’t really support my priority?” This question can help you figure out if you’re letting “Could” tasks disguise themselves as “Should” tasks. If your calendar is overflowing with meetings and activities that don’t directly contribute to what you want to achieve, it might be a good idea to start saying no more often and in a more thoughtful way. You’ve got this!

Take a deep look inside of yourself and explore your decision-making patterns: “How quickly am I making decisions about task categorization?” If you find yourself constantly re-evaluating whether something should be done by you, delegated, or automated, you might need clearer criteria for each category. Indecision itself becomes a time management problem when it prevents you from moving forward efficiently.

These questions aren’t meant to judge your current practices, but rather to create awareness that enables better choices moving forward.

The Long-Term Impact Takeaway

Adopting this framework creates a powerful compound effect. As you become more strategic about task allocation, you free up mental bandwidth for more complex and higher-level thinking. Your team develops greater capabilities through expanded responsibilities. Automation handles routine work more consistently and accurately than manual processes.

The result is a more efficient, effective, and fulfilling professional experience. You’ll find yourself focusing more energy on activities that truly leverage your unique value while building systems and developing people around you.

The “Should, Could, Delegate, or Automate” framework is more than just a way to manage your time; it’s about helping you and your team thrive together! With so many tasks on our plates these days, this helpful approach ensures you’re spending your energy on the things that really count. Let us focus on what matters most for our success!

The question isn’t whether you have time for strategic task management; it’s whether you can afford not to implement it. Make the ‘shoulds’ happen, and with a clear head, figure out what to do with the rest, and don’t lose your family and your mind in the process.

Cheers and all the Best, Timothy