I Do, We Do, You Do Delegation
Transfer repeatable work through demonstration, practice, and ownership
- Difficulty
- Moderate
- Time to result
- ~weeks to results
- Steps
- 4
- Confidence
- 98%
This delegation method moves recurring work away from the founder in three learning stages. First, the founder performs the task while the future owner observes the process and expected result. Next, they complete it together so uncertainty becomes visible and feedback can happen in context. Finally, the new owner performs it independently and assumes responsibility, with outcomes reviewed rather than the founder silently taking the task back. Firestone connects this practice to a larger intention: build systems and delegation continuously so the founder can spend more time on vision, strategy, and navigating the business. The method is especially useful for work that happens consistently because repetition makes the process teachable and the benefit of transferred ownership compounds.
Origin
Ezra Firestone named the method while describing how he built systems and delegated recurring work throughout his career. Extracted from The Foundr Podcast.
Core principles
- 01Repeatable work should become a process
- 02Demonstration precedes ownership
- 03Shared practice exposes misunderstandings
- 04Scale requires capacity outside the founder
How to run it
- 1
Choose repeatable work
Identify a recurring task that does not require the founder's unique judgement every time. Define a good result.
Pro tip Start with frequent work that consumes meaningful attention.
Watch out Do not delegate ambiguity without clarifying the outcome.
- 2
I do
Perform the task while the future owner watches. Explain decisions, standards, and failure points.
Pro tip Capture the demonstration as a lightweight guide.
Watch out Silent demonstration can hide needed reasoning.
- 3
We do
Complete the task together and let the learner perform meaningful parts. Correct misunderstandings in context.
Pro tip Ask the learner to explain each decision.
Watch out Do not mistake observation for practice.
- 4
You do
Have the new owner perform the process independently. Review the result and transfer ongoing responsibility.
Pro tip Review outcomes at agreed intervals instead of hovering.
Watch out Taking work back after a minor error prevents ownership.
In the wild
Firestone says he brought someone in whenever a system or process happened consistently. He trained the person through the three stages and passed off the work.
→ Recurring execution gained an owner outside the founder, creating room for vision and strategy.
Common mistakes
Skipping shared practice
Jumping from demonstration to independence leaves misunderstandings undiscovered.
Delegating without a standard
The new owner cannot judge success when the output was never defined.
Is it for you?
Best for
It is best for stable tasks another person can own with training and feedback.
Not ideal for
It is not ideal for undefined strategic work with unclear decision boundaries.
From the transcript
“I do it we do it you do it method and I passed it off”
“scale only comes from outside yourself”
From the episode
511: How One Product Made Him $40M
Ezra Firestone