The 70% Rule That Changed How I Think About Getting Things Done

Editor's Note: The 70% Rule Meets AI in 2026

Last updated: February 2026

I wrote this article about the 70% delegation rule, and since then I've watched it play out in ways I didn't anticipate. The principles haven't changed. But the landscape for delegation has shifted dramatically because of one thing: AI.

Let me give you a concrete example. I was working with a client last year who ran an executive training business he'd built over 16 years. Smart guy, well-connected, but drowning in admin. Back-to-back meetings meant no time for follow-ups. Information scattered across email, CRM, and notes. Critical tasks falling through the cracks daily. Classic bottleneck problem.

In the old world, the fix would be to hire an executive assistant. Train them for a few weeks, get them to 70% of your capability, and gradually hand off tasks. That still works. But here's what we did instead: I built him a suite of AI agents that handle meeting prep, email prioritization, CRM updates, and task management. Within a week, he had pre-drafted emails written in his voice, automatic meeting summaries with decision logs, and a daily task dispatcher managing his action items. No hiring. No training period. No salary.

Does that mean AI replaces human delegation? Not exactly. But it changes the math.

The 70% rule was always about recognizing that your time is finite and that someone operating at 70% of your capability is still a massive win if it frees you up for higher-value work. AI just expanded the pool of “someones” you can delegate to. Tasks that used to require a human at 70% can now be handled by an AI agent at 80% or 90% for a fraction of the cost.

I have an attorney client who used to spend hours composing emails. Now he feeds bullet points into an AI tool trained to match his tone, and it drafts the email for him. Saves him at least an hour every day. That's delegation to a machine at probably 85% of his quality, and the compound effect over a year is staggering.

But here's where the original article still matters: the three levels of delegation I describe below (tasks, outcomes, and vision) apply to AI too. Most people start by delegating tasks to AI, giving it a recipe to follow step by step. The real power comes when you delegate outcomes. Tell the AI what you want accomplished and let it figure out how. That's Level 2 delegation, and it works with AI agents just like it works with people.

Level 3, delegating vision, is still uniquely human. AI can execute a strategy, but it can't create one from scratch based on your values, relationships, and long-term goals. That's your job.

So if you're reading this in 2026, apply the 70% rule twice: once for the humans on your team and once for the AI tools at your disposal. Start with the tasks you do regularly that don't require your unique judgment. Those are your first candidates for AI delegation. Then work your way up to delegating outcomes.

The compound effect of delegation is even more powerful now than when I first wrote about it. The barrier to entry has dropped to nearly zero.

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[Original article starts: “Picture this: It's 2 AM, and you're still at your desk…” and continues through all sections]

Content Notes

No outdated references to update – The original article is relatively recent (August 2025) and contains no dated tool references or expired links.

Consider adding internal links:

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Picture this: It's 2 AM, and you're still at your desk, frantically trying to finish a task that's been on your to-do list for weeks. Meanwhile, three people on your team could probably handle it just fine. Sound familiar?

I used to be that person. The one who believed that if I wanted something done right, I had to do it myself. Then I discovered a simple rule that completely transformed how I approach work and productivity: the 70% rule.

If someone can do a task 70% as well as you can, you should delegate it.

This isn't just about offloading work (though that's a nice bonus). It's about recognizing that your time is finite and your impact can be infinite when you learn to multiply yourself through others.

The Three Levels of Delegation (And Why Most People Get Stuck at Level One)

When I first started delegating, I made the classic mistake of micromanaging every single step. I'd create detailed instructions, check in constantly, and basically hover over people's shoulders. It was exhausting for everyone involved.

Here's what I learned: there are three distinct levels of delegation, and understanding them changes everything.

Level 1: Delegating Tasks

This is where most people start (and unfortunately, where many stay). You know exactly what needs to be done, you know the steps, and you hand over a detailed playbook. Think of it as giving someone a recipe and expecting them to follow it to the letter.

Early in my entrepreneurial journey, I remember delegating a research task to find potential business partners. I gave my virtual assistant specific search terms, exact criteria for companies, and even drafted the outreach email template. It worked, but I was essentially cloning my process rather than leveraging their unique strengths.

Level 2: Delegating Outcomes

This is where the magic happens. Instead of dictating the “how,” you focus on the “what.” You paint a clear picture of the destination and let them figure out the best route to get there.

Using that same research example, the Level 2 approach would be: “I need a spreadsheet of 25 companies that fit these criteria by tomorrow morning. The goal is to have quality leads I can reach out to for potential partnerships.”

Suddenly, they're not just following your steps. They're thinking, problem-solving, and often coming up with approaches you never would have considered.

Level 3: Delegating Vision

This is advanced-level delegation, typically reserved for senior team members or department heads. You share the big picture vision and let them create their own strategy to achieve it.

Most people will spend their time operating between Level 1 and Level 2, and that's perfectly fine. The key is recognizing when someone is ready to graduate from tasks to outcomes.

Why 70% Is Actually Perfect (And How to Get Comfortable with “Good Enough”)

Here's the mental shift that changed everything for me: delegation isn't about finding someone who can do something exactly like you would. It's about finding someone who can achieve the result you need while freeing you up to focus on things only you can do.

The 70% rule forces you to confront a hard truth. If you're waiting for someone who can do something 100% as well as you can, you'll be waiting forever. And more importantly, you'll be stuck doing tasks that could easily be handled by others.

I learned this lesson the hard way when I was managing our marketing automation system. I could build campaigns quickly and efficiently, but I was also the bottleneck. Every new campaign had to wait for me to find time in my schedule.

When I finally delegated this to a team member who could initially only achieve about 70% of my speed and precision, something interesting happened. Not only did I free up hours of my time each week, but over time, she became better at it than I ever was. She brought fresh perspectives and creative solutions I never would have thought of.

The compound effect of delegation is real. Maybe it takes longer the first time, but if you know you'll need to do that task 200 times over the next year, teaching someone else to do it at 70% efficiency suddenly becomes a massive time investment that pays dividends.

What to Delegate First (And Who Should Do It)

If you're new to delegation, start small and start smart. Don't begin with your most critical, high-stakes projects. Instead, look for tasks that meet these criteria:

Think about those recurring tasks that eat up your time but don't necessarily energize you. Maybe it's creating presentation slides, managing your calendar, or handling routine customer inquiries.

The key is matching the right task with the right person. This sounds obvious, but you'd be surprised how often people skip this step. Don't delegate a design task to someone who struggles with visual creativity. Don't give detailed analytical work to someone who thrives on big-picture thinking.

Consider both skills and interests. Someone might be capable of doing something but absolutely hate it, which sets everyone up for frustration. Whenever possible, delegate tasks to people who either already have the relevant skills or show genuine interest in developing them.

The Investment Mindset That Changes Everything

Here's what most people miss about delegation: it's not just about getting things off your plate. It's about investing in people and building organizational capability.

When you delegate effectively, you're not just freeing up your time. You're creating opportunities for others to grow, learn new skills, and take on more responsibility. You're building a stronger, more capable team.

I've watched team members transform from task-followers to strategic thinkers simply because someone took the time to delegate meaningful work to them and provide proper guidance along the way.

Yes, delegation requires an upfront investment of time and energy. You'll need to explain context, provide feedback, and course-correct when necessary. But think of it like compound interest for your productivity. The initial investment pays dividends for months or years to come.

Remember: delegation is not abdication. You're still responsible for the outcome, but you're not responsible for doing every single step yourself. Create feedback loops, check in regularly (without micromanaging), and be available for questions and guidance.

The goal isn't to dump tasks on other people and walk away. It's to create a system where work gets done efficiently while people grow and develop in the process.

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Your action item is simple: identify one task you do regularly that someone else could handle at 70% of your capability. Then find one person in your current circle who could take it on.

Don't wait to hire someone new or find the perfect candidate. Start with who you have, start small, and start today. The compound effect of delegation begins with that first task you're willing to let go of.