Stop doing everything: How small business leaders in Minnesota can reclaim 65 workdays each year

The consequences impact more than their calendar. Leaders said that tasks outside their core responsibilities divert time from business strategy, and 44% believe they could achieve better results if they delegated more tasks. At the same time, being stretched thin leads to burnout for 82% of Minnesota leaders, missed business or growth opportunities for 34%, and a sense of not being successful in their role for another 52%.

Yet there is a path forward. One solution is to engage skilled independent talent to take on work that can easily be delegated, such as writing, design, and IT. When the leaders in Upwork’s survey imagined reclaiming even part of their lost time, they said they would focus on long-term strategy, taking restorative breaks, and upskilling.

How much time do leaders lose to non-core work?

Non-core responsibilities now make up a substantial part of many leaders’ workweeks. These distractions take them away from the work they’re best positioned to do and affect their ability to have meaningful impacts on business outcomes.

On average, SMB leaders in Minnesota reported spending 25% of their working time on tasks that fall outside their core area of expertise or job role, which translates to about 65 working days each year. About 8% are well beyond the average, spending more than half of their working time (130 or more workdays a year) on non-core tasks.

Nationally, this pattern holds across groups, including:

Gender. Across the U.S., men in leadership roles estimated that non-core tasks claim about 31% of their time, while women in leadership roles put that figure at 29%, suggesting that both groups feel similarly stretched.
Generation. Gen Z leaders reported that 33% of their time goes to non-core work, compared with 31% for millennials and 28% for Gen X. This suggests younger people in leadership roles are more likely to be working outside their responsibilities.
Remote vs. on-site. Leaders in hybrid roles said they spend 32% of their time on non-core tasks, slightly more than remote (29%) and on-site leaders (29%).
Seniority. Executives in the U.S. — including CEOs, CFOs, owners, partners, presidents, and vice presidents — estimated that 32% of their time is spent on non-core work. Directors reported 31% and managers 29%.
Industry. Leaders in technology and marketing industries said 36% of their time is spent on non-core tasks, more than leaders in any other industry, while leaders in finance reported 34% — several percentage points higher than the overall average.

The number of workdays small business leaders spend each year on tasks outside their core role varies widely by state. The five states averaging the most overextended leaders are:

Delaware: 108 days
Arkansas: 94 days
Louisiana: 93 days
West Virginia: 93 days
Rhode Island: 92 days

In contrast, leaders in the following states spend the fewest workdays — still totalling over two months on average — each year on tasks outside their core role:

New Jersey: 62 days
Montana: 63 days
Michigan: 65 days
Minnesota: 65 days
Missouri: 66 days

When all of these angles are considered together, what becomes clear is that non-core work is more than a minor inconvenience. In most states and sectors, it consumes the equivalent of months of a leader’s year.

In Minnesota, small business leaders who say they manage responsibilities outside their job description every week most commonly find themselves performing:

Administrative tasks: 27%
HR/recruiting: 27%
Legal/compliance tasks: 20%

Frequency, however, doesn’t always match time spent. When asked which responsibilities consume the largest share of their workweek, Minnesota leaders pointed to:

Project management: 37%
Administrative tasks: 29%
Data analysis or reporting: 27%

When leaders are pulled away from their core responsibilities, they not only lose focus of their own tasks, but also aren’t always the best qualified to do the added work they’ve taken on. By engaging independent specialists, leaders can maintain their focus where it’s most impactful, while relying on experts to handle those tasks that can be delegated.

The human and business cost of being stretched too thin

After examining leaders’ workloads and what the non-core work entails, Upwork also wanted to look at the human toll of overworking. This entailed asking leaders about three specific outcomes: burnout, lost business or company growth opportunities, and not feeling successful in their role.

Minnesota small business leaders were candid about the impact of trying to do everything themselves. About 82% said being stretched too thin has led to burnout.

These leaders have also seen a direct connection to business performance: 34% said that overload has contributed to a loss of business or company growth opportunities, and another 52% reported that it has prevented them from achieving success in their role.

SMB leaders in the following states reported the highest levels of burnout:

Mississippi: 84%
West Virginia: 84%
Kentucky: 82%
Minnesota: 82%
Oklahoma: 82%
South Carolina: 82%

The states with the lowest levels of burnout are:

New Mexico: 50%
Texas: 56%
Delaware: 60%
Michigan: 63%
New Jersey: 65%

Even in these states with lower numbers, at least half of leaders still report burnout, which indicates a national challenge.

Why small business leaders struggle to delegate

Delegating work can be challenging even for leaders who understand its benefits.

About 66% of SMB leaders in Minnesota in Upwork’s report said that tasks outside their core responsibilities take up time they could be spending on more strategic aspects of the business, and 44% believe that delegating more would help them achieve better results. Fully 70% knew just which tasks they would offload first if they could.

This awareness of what to delegate — and recognition of its potential benefits — suggests that leaders are not stuck because they lack insight. Rather, they don’t know where to turn to find reliable people they can trust to do a job well.

Where independent talent is already driving results

Not every task is easy to delegate, and leaders are selective about where they start. Many leaders find that sourcing hard-to-find skills, or skills that are needed only for a short period, can free up considerable portions of their time while delivering real value to the business.

Minnesota leaders reported that they have found success in delegating writing and translation to freelancers, as well as design and creative work.

Technical and financial tasks also stand out. Leaders said engineering and architecture projects benefit from specialized independent talent, particularly when they require niche skills for a defined period. Development and IT support are also common freelance categories, helping small businesses build and maintain their digital tools without hiring full-time staff.

Finance and accounting work, such as bookkeeping, reporting, and forecasting, were also on the list of top categories where leaders are already successfully working with freelancers.

These patterns provide both a practical starting point and a clear path for growth. For leaders new to sourcing independent talent, areas where peers are already seeing success can feel like the safest places to start. For those who already work with freelancers, the data suggests where they can find more avenues to win back their time across a wider range of responsibilities.

In either case, the message is the same: The tasks leaders are most willing to hand off today may be the foundation for reclaiming even more time tomorrow.

How leaders would reinvest the time they get back

Small-business leaders have a clear idea of how they would use time reclaimed through delegation. Their answers point to a strong desire for more strategic focus, ongoing development, and healthier ways of working.

Leaders in Minnesota have a strong desire to work more strategically and sustainably. About 26% said they would invest in upskilling if they had more time, using freed-up hours to develop new skills and knowledge to guide their organizations more effectively. Another 58% said they would focus on long-term strategy — planning, innovating, and looking ahead instead of reacting to daily emergencies.

Rest and well-being also emerge as important priorities, with 42% of Minnesota leaders saying that they would take a break or disconnect from work if they had additional free time. Leaders also wanted more time to focus on launching new products or services (16%) and spending more time with customers (18%).

These choices show that leaders are not simply trying to reclaim hours but to create space for work that strengthens their businesses and their well-being. Delegation to others, whether it’s a new full-time hire or a freelancer, becomes a way to shift from constant urgency to more intentional, future-focused leadership.

How to stop doing everything by leveraging independent talent

For leaders who see their own experiences reflected in this research, meaningful change can begin with small steps. A simple first move is to list the non-core tasks filling your week and identify those that could be handed off to a specialist. Administrative work, customer support, technical development, data analysis and reporting, and content production are common areas where independent talent can quickly add value.

From there, leaders can hire independent professionals with the skills and background they need. Instead of hiring a full-time worker, you can post clearly scoped projects in areas such as design, accounting, or IT. Beginning with a pilot project helps build trust and confidence, refine workflows, and expand your distributed team at a pace that feels right.

The aim is to do more than reduce your to-do list. It’s to create more space to guide the business with clarity and focus by shifting work to those professionals who are best equipped to handle it.

Methodology

Upwork surveyed 2,272 small business leaders in the United States to understand their workload, delegation habits, and use of independent talent. Respondents included managers, directors, and C-suite leaders at companies with one to 250 employees who have experience hiring freelancers to support their workflow.

This story was
produced by
Upwork and reviewed and
distributed by Stacker.