Some of the most expensive work in a company has no job title. It includes follow-ups, status updates, cross-department coordination, system maintenance, and the daily tasks that keep projects moving.
Someone must handle this work. Too often, the COO takes responsibility.
The problem goes beyond wasted time. When senior leaders spend their days chasing routine tasks, the business loses valuable time for operational improvements, problem-solving, and strategic planning.
Why It Lands On Leaders
Work without a clear owner falls to whoever notices it first. In growing companies, experienced leaders often step in to fill the gap.
Every hour a COO spends chasing updates takes an hour away from improving operations, solving problems, or planning for growth. Because companies rarely assign these tasks clear owners, leaders often overlook their true cost.
Before adding headcount, leaders need to map the work, identify who should own it, and determine the right level of responsibility.
Three Layers Of Work
The Virtual Hub, a COO Alliance strategic partner, uses its Support Layer Model to categorize work into three layers:
- Strategy: Decisions that require leadership judgment and direction.
- IP-driven execution: Work that depends on the company’s knowledge, processes, and standards.
- Task execution: Repeatable work that follows clear instructions and established workflows.
This model helps leaders identify which tasks require their attention and which responsibilities they can delegate.
Building A Support Layer
Every growing company has routine work that keeps the business running. The key is assigning that work to the right people.
The Virtual Hub provides Execution Assistants in the Philippines who handle routine tasks within client systems and workflows. Its Client Success team and TVH Academy support these assistants.
The company estimates that around 30% of most roles involve tasks that belong in this support layer. One client reportedly reclaimed 10 hours a week by delegating repetitive work.
For a COO, those recovered hours create more time for strategic decisions, process improvements, and cross-functional leadership.
The Bottom Line
Before your next hire, map the work that consumes your leaders’ time. Separate strategic decisions from specialized execution and routine tasks. Then assign each responsibility to the right person.
The Virtual Hub’s Delegation Value Calculator can help estimate the time and capacity your team could recover.
The goal isn’t simply to delegate more. It’s to make sure your most experienced people focus on the work that creates the greatest value.
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