Barbara and Matt discuss the ongoing value of refining business processes, even for experienced leaders. They emphasize that systems, delegation, and team management aren’t “set and forget” but require continuous evolution. The focus of this episode is part three of Matt’s book, The Stop Doing List, which addresses the crucial and often challenging step of knowing what to stop doing.
The stop doing list – part three: how to actually ‘stop doing’
Virtual Success Show
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Episode breakdown
In the final episode of our three-part special on The Stop Doing List book, author Matt Malouf takes listeners through the final step in the process – how to actually ‘stop doing’ those tasks that are not in your genius. During this episode, Matt focuses on the importance of the KRC model – Knowledge, Responsibility, Control – as without knowledge, we actually are unable to effectively be responsible or control any aspect of anything.
- Understanding that without knowledge, we actually are unable to effectively be responsible or control any aspect of anything
- In order to start imparting knowledge and enable somebody else to take responsibility, there needs to be training systems and technology, and a blend of these, with systems being at the center of this
- To avoid tasks boomeranging back to you, you must invest time and money in the on going training of your team
- The importance of reporting and accountability once a task has been delegated
Processes are not a one-time thing… It’s a constant evolving process of mindset, ‘Stop doing. Stop doing. Stop doing.
In this episode
00:00 - Introduction
02:00 – How to actually ‘Stop Doing’
Barbara and Matt discuss how even with processes, delegation, and a support assistant in place, tasks often keep coming back to the business owner. Matt explains that this happens due to gaps in the “KRC model” — Knowledge, Responsibility, Control — a concept from the Harvard Management System that clarifies why delegated tasks fail to stay delegated.
03:02 – The KRC model
Matt explains that without the necessary knowledge, a team cannot effectively take responsibility or control tasks. Many business owners struggle to stop doing tasks themselves because they pass responsibilities to others who lack the knowledge to manage them. Barbara adds that clients often expect support assistants to take initiative without clearly defining expectations or ensuring the support assistant has the knowledge needed, highlighting that properly addressing the Knowledge, Responsibility, Control (KRC) model is essential to truly stop doing tasks.
04:38 – Linking the KRC
Matt emphasizes that effective delegation requires linking Knowledge, Responsibility, and Control (KRC) through a combination of systems, training, and technology. Systems alone aren’t enough; business owners must also create structured training programs to ensure their team can take responsibility and control tasks. Barbara adds that many clients underestimate the importance of investing time, energy, and resources into training, which often leads to tasks bouncing back to the owner. They agree that reporting and accountability are also crucial, as these are areas that frequently trip people up.
08:22 – Reporting and accountability
Matt and Barbara emphasize that effective reporting and accountability are essential for delegation, not as micromanagement but as a collaborative feedback loop. Reports clarify expectations, timelines, and standards, giving employees a sense of achievement and purpose. Barbara adds that explaining the “why” behind tasks—how they connect to the bigger strategy or business goals—motivates the team and helps them see the importance of their role beyond just completing tasks.
11:33 – Managing delegation
Matt and Barbara emphasize that effective management is the final piece of the KRC model, linking control back to the knowledge holder. Developing a structured meeting rhythm, such as daily huddles, allows leaders to guide their team, provide support, and foster collaboration without micromanaging. This approach boosts idea generation, transparency, and accountability while reducing difficult conversations. They stress that implementing the full combination of training, systems, technology, reporting, and management enables business owners to truly stop doing tasks themselves. Ultimately, the responsibility for this system lies with the business owner, and without their active involvement, growth is limited and operational chaos persists.
18:23 – Wrapping things up
Barbara wraps up the three-part series on Matt’s book The Stop Doing List, encouraging listeners to visit stopdoing.com.au for free resources, read the book, and apply its lessons to their own businesses. She shares that reading it inspired changes in her own business and invites listeners to rate the show on iTunes or join the Facebook group, Virtual Success, to continue the conversation. Matt thanks Barbara and the audience, expressing his appreciation for the interview.
