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Shedding your excess workload
Whether your motivation is altruism or greed, effective delegation is a must if you
want to expand your firm, boost your income and preserve what’s left of your sanity
Norm Hulcher
One of my favorite clients is a very successful
real estate attorney whom – in the interest of client retention and, perhaps,
litigation avoidance – I will call "Skip." He and four associate
attorneys comprise the real estate department at the law firm of Halt &
Lame.
Last week, as I made my way down the quiet
corridor toward Skip’s office for our monthly consultation, I passed the doors
of his four subordinates:
Busby was balancing his checkbook on an
otherwise barren desktop. Lipschutz seemed to be reading something, but when he
saw me walk by he quickly slid it into his center drawer. Toole was making sure
that his business card holder was properly positioned. Sloan was asleep.
The tranquility of the hallway gradually gave
way to the commotion from Skip’s office, rising to a veritable din as I neared
the end of the hall. Standing in his doorway, I thought I had wandered onto the
trading floor at a commodities exchange during profit-taking
time.
Skip was standing at his cluttered desk, his
telephone receiver cradled on his shoulder while he rummaged through a thick
file. He yelled something at his paralegal, who was on her hands and knees in
the corner, trying to keep a ten-page blueprint from rolling up while she
scribbled notes on a legal pad. Skip’s computer beeped: SOL – Can you meet
with Savage Crushing and me today at 1:30? – BFD
From behind me, his secretary announced that
Mr. Yee was still waiting in the lobby, she was taking an early lunch and, oh,
by the way, the people from Blue Sky Development were on their way over to
review the purchase agreement.
Suddenly, all was still. Skip’s jaw dropped.
The receiver fell to the floor. The only other sound in the room was the slow
staccato of his paralegal tapping her forehead against a table leg.
"Blue Sky!" he gasped. His eyes shot
down at the paralegal. "But that’s not due until next Tuesday, is it? I
mean, it is next Tuesday – right?"
"I guess not," she murmured.
More silence. He looked up, for the first time
noting my arrival. His taut facial expression instantly gave way to one of
genuine joy, and his frenzied pallor was replaced by the warm glow of human
kindness.
"Hello, Mr. Hulcher. Are we meeting
today?"
"Well ... we don’t have to," I
replied, sensing that I may have come at a bad time.
"No, no, let’s meet. It wouldn’t be
fair to inconvenience you and disrupt your schedule. Deirdre, could you excuse
us?"
Skip cleared several bushels of files from his
conference table and then left to get me a
beverage.
Upon his
return, he lamented, "I
haven’t done any marketing this month; I can’t find the time. I can’t even
take care of the clients I have, much less bring in any new ones. Lately I’ve
even been turning work away."
"Listen, Skip," I said, "what
about those guys down the hall? Why don’t you give them some of this
stuff?"
He shook his head. "That’s no good.
I’ve tried, but here’s the problem.
"I gave Toole a file last week, but
he lost it, so I ended up doing it myself.
"I was going to give something to Busby
yesterday, but I told the client a month ago that I’d have it ready today, and
Busby doesn't know what 'today' means.
"Lipschutz could probably have gone to
P&Z for me yesterday, but I really get a kick out of those meetings, so I
went.
"And I could have let Sloan take care of
this deed of trust for Rickets Construction, but old man Rickets wanted me to
handle it personally.
"So here I am."
The
price of hogging files
Among busy, successful attorneys who possess
– and squander – rainmaking potential, Skip has a common problem: failure to
effectively delegate work to other members of the firm.
Non-delegation, whether intentional or
incidental, carries a hefty price tag:
-
If you don’t
delegate well, you find yourself bogged down with "busy work" that
someone – anyone – else could do.
-
Associates who
could and should handle lesser files are left with light workloads, causing
partners to question their worth and to revisit the firm’s recruiting
commitments.
-
The
partner-associate mentoring relationship that’s essential to firm and
individual growth goes wanting.
-
You have little
time to do things that only you can do (develop new clients and referral
relationships, cultivate closer ties with existing clients, cross-sell,
spend time with your family, etc.).
-
Thus, client
relations – not to mention domestic relations – suffer, and companies
and individuals who might have become your clients wind up writing big
checks to some other lawyer.
-
And you and the firm lose money.
The causes of poor delegation
Inadequate delegation is usually due either to
poor planning or to fear.
Planning-related causes include:
Procrastination.
If you wait until the day before a deadline to begin working on a matter, it’s
too late to delegate. You almost have to do it yourself, because you don’t
have time to assign it to someone else, let them take longer to finish it than
you would, review their work, and send it back to them to fix.
Ignoring opportunity cost.
It’s true that giving a job to someone who might foul it up may inflict a loss
of time and perhaps money. But, considering the higher value of your time than
your associates’, doing everything yourself is even costlier.
Time mismanagement.
You’ve probably said this to yourself a few times: "This is a half-hour
project, and it’ll take longer than that for me to explain it to someone else
and then wait for them to do it. So I’ll just do it myself." That’s a
sensible approach, right? Think again. You probably don’t have just one
half-hour job; more likely, you have a ton of them that add up to a major
commitment of time and energy. But if you bundle up all of your little projects
and assign them to someone else, you might open up a huge block of time for more
pressing, satisfying and profitable work.
Ego.
Many well meaning attorneys take the position that, since a client sought them
out to handle a particular matter, they and only they must do the work. But
clients don’t necessarily come to you because they want you, per se, to work
for them; rather, clients come to you because they have a problem to be fixed.
They may initially contend that you’re the only one who can prepare their
living will (especially if the referral source touted you), but if you tell them
that the attorney down the hall can do it (a) more quickly, (b) less expensively
and/or (c) just as well – under your supervision – there’s a very good
chance they will allow you to delegate their matter.
Failure to give up fun things.
Granted, filling in the little blanks on a general power of attorney may be the
only thing in life that really gets you going, but give it up anyway. A
paralegal, secretary or, for that matter, the 20-year-old redhead who you swear
winked at you yesterday from behind the Lancôme counter at Macy’s could
probably do it better and give you time for better things.
Fear
Ways in which fear discourages delegation are
fewer in number but are more diabolical:
Fear of losing control.
Yes, by giving a file to someone else you do lose direct control – of that
file. But consider this, control freaks: In delegating work to another attorney,
you trade control of one lousy file for control of an entire human being. Now,
don’t you feel better?
Fear of low inventory.
Partners often hang on to even the most mind-numbing work just so they’re
guaranteed of some billable activity. Consequently, they proofread deeds of
trust instead of letting some first-year associate do it, and instead of acting
like a partner by drumming up more business.
Which leads us to the Big Fear ...
Fear of having to market.
If you give away all of your low-level work, you may suddenly have a lot of time
on your hands. You can only read the paper, do the Jumble, eat lunch, play
Minesweeper or go to the mall for so long before your partners wise up and say,
"Hey, you with the clean desk, go out and catch some fresh fish before we
forget how to give you a draw."
Delegation tips
One would hope that, by now, you’re aware of
the costs and causes of poor delegation and are at least mildly motivated to
turn up your game a notch. Here are some suggestions:
Be a mentor.
Simply dropping a file on an associate’s desk and saying, "I’m a little
busy today; take care of this appeal by 5:00, okay? If you have any questions,
I’ll be at the club," does not constitute effective delegation. Take time
to teach and train. Discuss the matter in some detail and how you would approach
it. Talk about the client, their expectations and some of their less endearing
quirks. When you’re done, ask the delegatee how he or she plans to handle this
matter. This has two benefits: First, you might learn something, and, second,
you’ll find out if the delegatee understands anything you’ve just said.
Create your own "practice group."
And use it. Shanghai as many lawyers and staff as you think it’ll take to
handle your disposable workload, tell them you own them, and meet with them once
or twice a week. Ask your secretary to make a master case list and go through
every item at every practice group meeting. Assign files as soon as they’re
opened, to minimize eleventh-hour crunches that make delegating impossible. And
make every one of your conscripts give a status report so that you can monitor
their progress. It’s kind of like those meetings they
used to have on L.A. Law, except without the stop watch.
Cultivate expertise.
If you attract a lot of similar matters, give them all to the same underling.
That way, you only have to endure one major orientation session (as opposed to
going through the same drill with five different lawyers), saving yourself a lot
of time and creating a dependable mini-specialist in the process.
Finally ...
Provide positive and negative feedback.
Don’t leave your delegatees guessing as to how you appraise their work.
Immediate and appropriate feedback is essential to the learning process and to
cultivating reliable, lasting delegation relationships.
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