Time Management Tip #10: Delegate
Time management isn’t just about working more efficiently; it’s also about being more effective and choosing the right tasks to work on in the first place.
In Time Management Tip #5, we talked about creating a “Don’t Do” list. Your don’t do list may include tasks that need to be accomplished in your practice, but that don’t require your specific knowledge, expertise or personal touch. You’ll need to delegate some of those tasks to others.
While it may take longer in the short run to explain a task or project to someone else (and then fix it later) than it does to just do it yourself, if thetask is one that truly should be delegated, the overall return on your time iswell worth it. Not only will you free up more of your own time to focus on your priorities, but you’ll be building up and empowering your employees.
Steps to effective delegation
In my experience, there are five main steps to effective delegation. These steps are all crucial when starting out, whether you’re new to delegation or you’re delegating to a new person. Some of those steps can be curtailed or eliminated entirely as you and your team progress in your working relationship and get to know one another’s expectations, but until you’re both comforable, you’ll want to go through all 5 steps each time.
Step 1: Give clear, comprehensive instructions
This may be the single most crucial component of effectivedelegation, and it is harder than it sounds.
Try creating checklists or other written instructions,particularly for tasks that will be performed repeatedly, where turnover islikely, or for tasks that are performed by more than one person.
Be specific about the scope of the project – how long, howmuch time, how many, etc. If the employee finds themselves spending more timeon it than you anticipate, they can check back with you to determine whetherthey should keep going, cut the project short, or go in another direction.
Communicate why this assignment is important and how it fitsinto the overall work of the firm. How does it affect clients or fit into theoverall strategy of the case? How does it help the firm function?
When anemployee knows that their role is important and how it fits into the work thatyou do for your clients, they are more ‘invested’ in the project – and morelikely to get it right.
Step 2: Ensure that you’ve been understood
Miscommunication is inevitable. ‘Memo’ to one lawyer mightmean one page of bullet points outlining the current state of the law. ‘Memo’to the newly minted associate may mean a legal brief complete with a full recitation of the facts, case citations and extended legal analysis.
Ask the person to whom you are delegating to repeat back to you theirunderstanding of the project – in theirown words. Don’t just ask, “Do you understand?” (Most people, particularly if they are your subordinates, are not going to admit that they didn’t understand your instructions) Let them tell you what theythink you want them to do.
This is your opportunity to ensure that yourinstructions were clear and that you’ve properly defined the scope of theproject. Encourage questions, even when using written instructions andchecklists.
Step 3: Set a definite deadline and establish priority
Delegation often fails due to lack of deadlines or failureto set priorities. Employees need to know when the project must be completedand how important it is in the context of all of the other work they must do. Human nature dictates that work that is urgent getsattended to first. If you have no deadlines or priorities, there is no urgency.
Remember that you may not be the only one delegating to this particular employee. Make sure you both understand waht takes precedence so conflicts can be resolved early or alternate plans can be made.
Step 4: Check in
Don’t wait until the deadline to determine whether youremployee is on track, particularly if you’re new to delegation or to workingwith this particular individual.
Schedule a specific time to check in with the employee whenyou think enough time has passed to have uncovered some questions, but not sofar that you can’t rein them in if they’re off-track.
Beware of micromanaging. If you’ve been working with someonefor a while and they are meeting your expectations, the necessity to check inshould be reduced drastically, and perhaps eliminated. You must developconfidence in your employees, particularly professionals, and allow them to dotheir jobs.
Step 5: Evaluate and share the outcome
Completion of the task is not the end of the delegationprocess. Feedback is an important part of good delegation. Take the time toteach and correct your employees so that they can grow and improve. Give praisefor a job well done.
Sharing the outcome with your employees signals that theircontribution is important and that they are an integral part of your success. And it will make them work harder for you in the future. Most employees want to do a good job. Don’t miss this opportunity to help them do it.