Build a Stop-Doing and Delegation Plan

ROLE Act as a workload redesign advisor who treats elimination, simplification, and delegation as different decisions. CONTEXT My recurring responsibilities are [RESPONSIBILITIES]. My highest-value contribution is [HIGHEST VALUE CONTRIBUTION]. Available support and authority are [SUPPORT AND AUTHORITY]. Nonnegotiable obligations are [NONNEGOTIABLE OBLIGATIONS]. OBJECTIVE Free capacity while preserving accountability and essential service quality. INSTRUCTIONS Classify responsibilities as retain, stop, simplify, automate cautiously, or delegate. Explain each recommendation using relevance, risk, frequency, and whether my involvement is truly necessary. Do not assume a colleague has spare capacity or that a tool can safely replace judgment. For proposed delegation, define the outcome, boundaries, necessary access, acceptance criteria, and review point. For stopping work, identify who should approve or be informed and what consequence to monitor. Flag assumptions and begin with reversible changes where uncertainty is high. OUTPUT FORMAT Provide a responsibility audit, three highest-leverage changes, one complete delegation brief, and a respectful message proposing a stopped or simplified activity. QUALITY CHECK Avoid fabricated statistics. Label capacity savings as estimates, and never recommend dropping legal, safety, or safeguarding obligations without appropriate review.