With summer underway and your clients on vacation, you book time to tackle the projects you had set aside during busier months. But when that Monday after a summer weekend arrives, you have to muster up the energy to begin working on the jobs you’ve been putting off. Whether you have a simple list of tasks—such as updating client reports—or a longer-term project—such as rewriting website content—getting started can be a challenge.

As a business owner, you will eventually reach the point where you can’t handle it all. If you try to do so for too long, your firm’s growth will surely stall. But how do you determine which tasks can and should be delegated to your team?

Last year, you created a business plan. At the end of your planning process, you saved the document to your desktop. Then, you saw January come and go, and tax season passed by, too. Annual client reviews and staff and personal vacations happened, and client service maintenance followed. When you finally came up for air, it was June, and the business plan you crafted with vigor had been sitting untouched for the past six months. Sound familiar?

In my role as an associate consultant on the Practice Management team here at Commonwealth, I work with many of our advisors to create documentation that spells out their specific duties regarding business functions and the roles of other advisors in the practice. They want to ensure that their businesses will continue to run in the event of an emergency. But what many of them overlook is what would happen if a staff member were to leave suddenly. Would someone else be able to fulfill that role?

According to a study by the Radicati Group, in 2014, business users sent and received an average of 121 e-mails per day—a number that is expected to grow to 140 by 2018. Think of that. In a single day, you likely are in e-mail contact with your colleagues, numerous clients, and a few prospects, not to mention CPAs, attorneys, and vendors. Consider how many impressions you are making simply by hitting Send!