The bookkeeping and accounting landscape is changing faster than ever. New technologies, constantly shifting regulations, and increasingly demanding clients mean that if you’re not evolving, you’re falling behind. But there’s one simple, yet powerful leadership strategy that remains a consistent key to success: delegation.
Far from losing control, delegation is about empowering your team, driving strategic growth, and ultimately future proofing your business.
Shift your mindset: from doing it all to leading the way
Delegation isn’t a sign of weakness—it’s the hallmark of strong leadership. When you delegate effectively, you free up time to focus on high-level priorities, including big-picture strategy, client relationships, and vision casting for your firm’s future.
Yet how many times have we heard, “I can do it faster myself than explaining it to someone else?” If that mindset rings true, consider this: A leader who refuses to delegate is essentially choosing to stay small. If your goal is real growth, then building a capable, empowered team becomes non-negotiable.
Build the foundation: consistent processes and training
You can recruit the most brilliant accountant on paper, but if they’re not immersed in your firm’s unique systems and tech stack, they’ll never become the superstar you envisioned. Why? Because no two accounting firms operate exactly the same way. Processes vary, technology evolves, and what worked five years ago might now be obsolete.
The real secret to sustainable growth is consistency. When every team member—whether entry-level or senior—goes through a standardized onboarding and training program, you create a shared language, a shared skill set, and a shared commitment to excellence. This unity is what allows your firm to scale, pivot when necessary, and maintain quality across the board.
Identify what to delegate: almost everything
One of the biggest shifts a CEO can make is recognizing that nearly everything can—and often should—be delegated. Peter Caputa, CEO of Databox and former vice president of sales at HubSpot, crystallized this idea perfectly when he said, “If I can’t delegate it, it’s probably not worth doing.”
To make delegation second nature, I rely on Tim Ferriss’s decision-making flowchart from “The 4-Hour Workweek.” Yes, I’m serious—it’s on my computer desktop and framed above my desk. This chart helps me instantly evaluate whether a task demands my personal attention or if it can be entrusted to someone else. The beauty is that it works for business and personal decisions.
In an accounting firm, delegating can be broken into three main categories:
- Repetitive tasks: payroll processing, reconciliations
- Client management: routine communications
- Decision-making: everyday decisions within clear boundaries
Delegating isn’t always smooth sailing. Mistakes will happen. But each hiccup is a chance to refine your processes and empower your people. If you want real, lasting growth, embracing delegation is non-negotiable.
Clarify roles: job descriptions vs. job plans
At our firm, every new hire and every existing team member has two pivotal documents: a job description and a job plan. Although they sound similar, they serve very different purposes.
- Job description: The blueprint for recruitment. It lays out responsibilities, key performance metrics, necessary skills, and daily-weekly-monthly tasks. Think of it as the “help wanted” ad on steroids, detailing exactly what the position requires.
- Job plan: The execution roadmap. Here, we drill into specific goals, metrics, and expectations that define success vs. failure for each role. We also restate our core values and mission, ensuring every team member knows not just what to do, but why they’re doing it.
This two-tiered system removes guesswork. It keeps everyone aligned, accountable, and ready to take on new responsibilities. The result? A culture that’s primed for growth and resilient to the unexpected.
Extend your reach: the power of a strong network
You might be wondering, “What does networking have to do with delegation?” Everything. Delegation doesn’t always stay within the walls of your organization. Sometimes you need to outsource tasks or tap into specialized expertise that your own team doesn’t possess.
Over the years, I’ve intentionally cultivated a robust network through LinkedIn, college alumni groups, professional cohorts, and the Goldman Sachs 10,000 Small Businesses Program. Whenever I face a challenge, I turn to my network first, often finding exactly the resource or recommendation I need. And I don’t just take; I make it a priority to give back. Helping others solve their business problems keeps me sharp, engaged, and constantly learning new ways to lead more effectively.
Delegation sets the stage for acquisition
In a perfect example of “If you build it, they will come,” our firm, Salt Lake City Bookkeeping, was acquired on January 1, 2025. We weren’t seeking a buyer, but Ledger Collective approached us with an opportunity that resonated deeply with our vision and values.
Here’s the kicker: We were still years away from our original exit goals, but our consistent focus on delegation and scalable processes made us an attractive target. Potential buyers look for businesses that can run smoothly without relying on a single person, especially the owner. When you commit to delegation and robust systems, you’re not just growing your firm; you’re increasing its market value and appeal to potential acquirers.
Embrace the “hit by the bus” mentality
At our firm, we have a blunt, but powerful mantra: If any one person’s absence can bring the whole company to its knees, we’ve failed. This “hit by the bus” mentality might sound harsh, but it’s the most direct way to emphasize the need for redundancy, cross-training, and clarity of roles.
From an acquisition standpoint, no one wants to buy a business that collapses without the current owner at the helm. That’s not a business—it’s a job. What buyers look for is a resilient operation that can thrive under new ownership. If your processes, training, and culture are strong enough to survive without you, you’ve built something truly valuable.
Why delegation is non-negotiable
Delegation isn’t just a strategy; it’s the lifeblood of a scalable, sellable, and ultimately thriving business. By shifting your mindset, standardizing training, strategically delegating tasks, clarifying roles, cultivating a powerful network, and adopting a “hit by the bus” mentality, you set the stage for exponential growth. More importantly, you build a firm that’s ready for anything, from routine day-to-day operations to attracting an unexpected, but perfect acquisition offer.
