Legal Ease Blog

Time Management Tip #15: Eliminate Bad Clients

Remember the "Don't Do" list from tip #5?Some clients may belong on your “don’t do” list. Every lawyer has horror stories about bad clients, clients they never should have agreed to represent, matters they should not have agreed to take on or that got out of control and caused a financial loss. 

In order to keep your best clients coming back and referring additional work to you, you must ensure that lower value clients are not taking the place of higher value clients. One way to keep focusing on the highest value clients in your practice is to get rid of the bottom tier of your clients.

The 80-20 Rule

You may be familiar with the 80-20 rule, also known as the Pareto Principle, in which 80% of your work comes from 20% of your clients. Twenty percent of your clients will cause 80% of your problems.

Focusing on your best clients, rather than on your worst clients, brings a big return. Unfortunately, in reality, the bad clients tend to get more of a lawyer’s time and attention than the good clients.

Consider firing your “nightmare” clients, clients who don't pay on time or aren't the proper fit for your practice - your practice will benefit, and so will you.

Don't Be Afraid to Fire Bad Clients

While the idea of firing clients might be a scary one, allowing bad clients to pull your focus from your highest value clients can be even more detrimental to your practice.

Bad clients drive out good clients. If your practice is filled with lower value clients that don’t value your work, that are price sensitive, or whose work you just don’t feel like doing, you won’t have room in your practice to take on the higher value clients. And you’ll shortchange your existing high value clients because you’ll be focusing on the problem clients.

You might be afraid that turning away the client isn’t a prudent financial move. But not all clients are profitable. Consider the damage that bad clients do to your bottom line, your stress level, your focus and ability provide quality work not only for the bad client, but for other clients as well.

Bad clients and/or low value matters (or matters that are a bad fit for you):

• Drain your energy
• Make it more difficult to concentrate on the matters you’re handling for your best clients
• Prevent you from seeking additional work from your good clients
• Cause you to turn away business from a potentially good client because you’re too busy working on lower value matters or with bad clients
• Sabotage your productivity
• Increase stress and anxiety

Is it time for you to get rid of some clients? Perhaps there’s another lawyer in your area who needs additional work, or that is a better fit for your “bad” client’s personality or the type of work that client wants or needs. Now is the time to pull out your “go to” list.

Being busy isn’t the same as being successful or profitable. Getting rid of bad clients makes room for you to take on additional, higher value clients – and chances are that your higher value clients will be less price sensitive. Often, you can make more money with less high value clients than you can with high volume practice filled with lower value clients.

Getting rid of less desirable clients is only part of the solution. Once your practice is free of bad clients, you’ll want to keep it that way by not taking on those problem clients in the first place. You’ll need to put some systems in place to help you determine at the outset which clients are good clients and which are bad ones so you can send the bad ones packing before they cause trouble for your practice. 

This post is excerpted from the upcoming book, How to Do More in Less Time: The Complete Guide to Increasing your Productivity and Improving Your Bottom Line, which I co-authored with Dan Siegel, due for publication later this year by the ABA Law Practice Division. 

 

 

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Time Management Tip #14: Create a Daily Plan and Weekly Review

Do you have a plan for the day, or do you constantly just react to what comes up – emails, telephone calls, or other interruptions? If you’re just reacting, you aren’t getting the most important things done, and it isn’t likely that you’ll have much focus.

Before every day, week or month begins, you should know what you plan to accomplish. When you have a plan, it’s much easier to say “no” to interruptions. If those interruptions aren’t actually urgent AND more important than what you already have planned, don’t let them distract you. 

Create a Daily Plan

Don’t let yourself be overwhelmed or paralyzed by the amount of work you need to accomplish. Instead, use your prioritizing skills to determine every day which actions or tasks are the most important and make sure those take center stage in your day. Don’t let smaller, “urgent but not important” activities get in the way. If you’re a perfectionist, don’t let your obsession with getting everything ‘right’ overwhelm you or prevent you from accomplishing your goals.

Next, estimate the amount of time each activity will take to accomplish. Don’t be stingy with your estimate; estimating too little time will add stress and confusion to your schedule.

Finally, decide on a specific time when you will perform that activity and physically schedule it on your calendar. Make sure you leave some empty space or ‘downtime’ on your calendar in addition to the personal and family time that you schedule. And leave room for the ‘chaos factor.’

Be flexible: recognize that the schedule is not entirely set in stone. It is likely that there will be last minute emergencies, unforeseen circumstances or client crises that must be addressed. That’s further evidence that what doesn’t get scheduled and isn’t urgent, isn’t likely to get done.

More often than not, you probably react to whatever is in front of you, rather than determining in advance what you want to accomplish. If scheduling time on your calendar for important tasks allows you to complete them even half of the time, it’s probably a lot more than you’re doing right now.

The advantage to setting specific times to accomplish important tasks is that as soon as the crisis or emergency has passed, you can return to your schedule without missing a beat. Leaving your schedule to chance is much more likely to deteriorate.

Do a weekly review

Choose a time each week to review the work you need to accomplish and create a plan for the upcoming week. Many of my clients have more success doing their weekly planning on Thursday, rather than on Friday, when they are trying to get out the door for the weekend. Mondays work for some, but waiting until the week has already begun is not the best strategy for most. It's easier to enjoy the weekend when you know you can hit the ground running on Monday morning with a pre-set plan so that you can get right to work.

Use your calendar to plan not only deadlines, but time to complete work. When unforeseen circumstances arise, revise the plan as necessary, moving your appointments to complete work the same way you would reschedule any other appointment.

As part of your weekly review, ensure that your plans cover all aspects of your practice, including marketing, management, administration, business development and client work.

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Learning to Say "NO"

As we begin a new year and make plans for all we'd like to accomplish in 2014, I submit that one of the best resolutions you can make in the coming year is learning to say, "No." It is one of my biggest struggles and experience has shown it is a big struggle for many of my lawyer and law firm clients as well.

In a post entitled, "Why (And How) Creative People Say No" Steven Pressfield quotes from an article by Kevin Ashton, in which the writer compellingly says:

Saying “no” has more creative power than ideas, insights and talent combined. No guards time, the thread from which we weave our creations. The math of time is simple: you have less than you think and need more than you know. We are not taught to say “no.” We are taught not to say “no.” “No” is rude. “No” is a rebuff, a rebuttal, a minor act of verbal violence. “No” is for drugs and strangers with candy.

Creators do not ask how much time something takes but how much creation it costs. This interview, this letter, this trip to the movies, this dinner with friends, this party, this last day of summer. How much less will I create unless I say “no?” A sketch? A stanza? A paragraph? An experiment? Twenty lines of code? The answer is always the same: “yes” makes less. We do not have enough time as it is. There are groceries to buy, gas tanks to fill, families to love and day jobs to do.

Although this post is written with "creative people" in mind, I think it applies to lawyers as well. There is a fear not only of appearing rude or mean by saying no, but when it comes to accepting clients or assignments, there's a fear that turning away business now will mean that you can't put food on the table in the future.

But the opposite is more often true; the more you learn to say "no," the stronger you'll be and the more work you'll receive, because you'll be focusing on the right kinds of clients, the right kinds of projects, and your core strengths. Too often, we say yes because we want to be nice, because we genuinely want to help, or simply because we're flattered that we've been asked. But saying yes for these reasons often means that we're putting someone else's agenda and priorities ahead of our own - and possibly even ahead of the needs of our clients.

Sometimes saying "no" means simply setting limits; there may be some activities you'd like to engage in, but on a limited basis; all of your clients can't be pro bono clients, and you can't spend all of your time  helping others and neglecting your own work. While these activities may be useful to build your reputation, improve relationships with others, build skills or improve visibility, they may not put money in your pocket, and they can quickly take over.

It is this concept that inspired what I call the "Don't Do List." The idea is to identify, before they arise, the activities or obligations that you'll say no to, which ideally would be anything that distracts you from the main goals that you want to accomplish, or that pulls you away from the core activities to which you should be devoting your time. Set limits by deciding in advance how many such projects you want to take on. By identifying in advance what you're going to say no to (or what you're doing now that you should eliminate in the future), when the time comes to say "no" it will be easier.

When you say "yes" to something, make sure that you're doing it for your benefit, and that it relates to your priorities, rather than someone else's. Ask yourself whether it's worth setting aside what you would have done and replacing it with this task, project or client. What is the advantage to you? 

For me, saying no and setting limits are a constant work in progress. I'm working on my "don't do" list for 2014 now -- how about you?

(Hat tip to Barbara Nelson for alerting me to the Steven Pressfield post)

Time Management Tip #13: Schedule Time to Complete Work

Your calendar most likely contains court dates, closings, client meetings and other appointments that occur on a specific date or at a specific time. It also probably includes deadlines, such as the last day to file a motion or brief, the day you promised the client you would provide them with a draft of  a document, etc.

In Time Management Tip #11, I talked about creating external deadlines - deadlines that you share with others for completion of tasks that don't have a built in deadline - in order to ensure that those tasks get done. 

But creating and documenting deadlines is only the first step. Next, you've got to actually do the work - you need to write the brief, prepare for the client meeting, draft the documents, write the marketing copy, etc. Some of my earlier tips, including prioritizing and using the Power of Three can help you decide which projects or tasks to tackle first and keep your to-do list from becoming overwhelming, but your calendar can be an important tool as well.

Instead of just entering a deadline into your calendar and adding the task or project to your to-do list, schedule time on your calendar to do the work necessary to complete it. Some people call this "time-blocking;" you block a specific period of time on your calendar to work on the task. You don't necessarily need to block all of the time necessary to complete the task at once; try simply blocking time to complete the next action necessary to move the project forward.

Treat each time block as you would an appointment with a client, with only slightly more flexibility; if something more pressing arises that you must do during the time scheduled to complete the task, instead of simply not doing the work you'd planned, move the appointment to another place on your calendar.

Using this method will help you to cure "I need to see it" syndrome, because the task or project will be on your calendar as a reminder, which means you won't need to keep the file, paperwork or other reminder in your office or on your desk to remind you to complete it. But it will also help you to better track your progress on open items, more accurately estimate the time it will take to complete them, and reduce the likelihood that you will be completing tasks at the last minute.

photo credit: http://www.flickr.com/photos/danmoyle/11178388835/

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Three Ways to Manage Your Practice on the Go - Guest Post

 

 This is a guest post by Matt Spiegel, VP and GM of MyCase, the Web-based legal practice management software for lawyers. Previously a criminal defense attorney, Matt founded MyCase in 2010 in order to save time, increase productivity, and improve client communication for attorneys. Matt continues to lead MyCase, which was acquired by AppFolio in 2012, with his legal expertise and vision. 

The ability to manage work away from the office is becoming not only helpful, but also necessary for legal professionals. So how can busy attorneys break away from their desks to create a more nimble, effective practice? The most agile firms have implemented the following three principles for creating and managing a mobile practice.

 

Get a tablet – or better, leverage the one you have

Computer experts speculate that desktop computers will be extinct within 20 years. In fact, PC World reported that PC shipments declined 14 percent in the first quarter of 2013. Laptops are the stronger option given their flexibility, and mobile devices are rapidly gaining favor and market share over traditional computers. Getting your team and systems up to speed for this shift will put you ahead of the curve as firms struggle to stay at the front of the technological change from traditional desktops to tablets and other mobile devices. Being able to work on a device away from the desk increases flexibility, mobility and versatility.

It seems simple, but mobile technology can be an indispensable asset to lawyers who are constantly working between court appearances and client meetings. If a firm utilizes a management platform with a mobile app, the entire practice can be managed on the go. For instance, document management capabilities eliminate the need to print and organize stacks of case files when you need something quickly; these systems allow lawyers to access, view and even edit documents and files remotely.

Many apps also contain time-tracking tools, so lawyers can record from anywhere, anytime. Where previous systems might not have recorded time spent on accounts while away from the office, time-tracking tools available on an iPad or other mobile device means more accurate billing. Though it might be a personal investment at this time for lawyers with smaller firms, the New York Times reported as early as 2011 that some of the nation’s largest law firms were buying iPads for every associate.

Use cloud-based file management

It’s no longer productive to require that associates be in the office to access client files and case information. A cloud-based system allows attorneys to view documents, discovery and client contact information from any device, wherever their clients need them to be. In addition to offering the convenience of working remotely, cloud-based file management eliminates the need to run back to the office for an important form or accidentally showing up at a meeting with a less-current version of a briefing.

Up until just a few years ago, lawyers had to collect, transport and secure every document or piece of information they handled. Technology allowed documents to be stored, but only on a physical computer or server, and new documents that were created needed to be added to the physical file. Today’s cloud environments eliminate these cumbersome obstacles and increase overall efficiency. Not only do cloud-enabled software tools allow associates to work anywhere and to create and access important information quickly and easily, but they also provide remote, automated backup, practice management tools, time tracking, billing and educational resources all in one convenient location.

The transition makes sense: Not only does working from the cloud allow better tracking of billable hours and easier access to vital resources, it means that your law office is always ready to meet the needs of your clients, wherever you (and they) are.

Pursue firm-wide mobile readiness

Even though it might take a few years to convince every partner he or she can run the entire practice from a smartphone, encouraging your attorneys to learn and implement best practices for mobile devices will put you far ahead of those firms that will only begin training when mobile practice becomes the industry standard. While the increased freedom to access documents and client information anywhere means a more nimble firm, it also requires a bit of planning from an operational perspective.

Start small, by implementing a mobile readiness program. This will include the critical elements, such as defining security procedures, operating protocol, and crisis plans in the (unlikely) event something does go awry. For instance, you’ll want to set a policy that instructs staff to change their passwords frequently and to follow guidelines from tech leaders for optimal password security (for example: please don’t make your password “password”). The infrastructure of cloud-based systems is more secure than ever, but there are still vulnerabilities if attorneys aren’t smart about locking mobile devices when they step away, or always using password-protected Internet access. Work with your IT consultant to determine what these best practices are and then work them into your employee training.

Technology, when used well, makes law firms faster, more equipped and better able to serve their clients. Instead of leaning on old methods that keep attorneys shackled to their office-based desktop computers, mobile devices and the applications that run on them allow the entire practice to be operated remotely. Don’t be left behind as firms become more dynamic in their ability to serve clients from anywhere, and with more detail and accuracy than ever before.

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Time Management Tip #12: The Two Minute Rule

In the U. S., tomorrow is Independence Day, the celebration of our nation's freedom, celebrated on July 4. And since the Fourth of July falls on a Thursday this year, that means many offices will be closed on Friday for a long holiday weekend. So lots of you are probably in 'clean up' mode, trying to get your desk cleaned off and some tasks completed so you can have a clear conscience and enjoy the holiday. In other words, it's a great time to employ David Allen's Two Minute rule from Getting Things Done.

The essential premise is this: if, while you're cleaning off your desk, sorting through the piles of mail or paperwork that has accumulated in your office, you come across something for which the next action you need to take will take 2 minutes or less to accomplish (like making a quick phone call or entering something on your calendar) you should do it right away. 

Of course, this means that you'll need to get in the habit of thinking about what the next action is on anything you come across (see Time Management Tip #7 for more on next actions).

In other words, don't put that piece of paper in another pile or stop and take the time to write yourself a note or add the task to your 'to do' list - those things will take just as long as simply accomplishing the task then and there.

This can be especially helpful when dealing with email - as you go through your email inbox, think about whether you can dispose of an email entirely by taking action right away, rather than reading through all of your email messages and then expecting to go back and address each one later.

Start using the two minute rule today - chances are you'll have a much smaller pile to come back to after the holiday weekend. 

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Productivity Tips For a Great Summer

Summer officially starts tomorrow, and if you want to take advantage of the nice weather, it means you need to make the most of your office time. I decided this week's post would be a compilation of productivity tips. And since last week's post was about the new Facebook hashtags, I thought I'd do a search on #productivity in Facebook to get some ideas. Although all of the tips below didn't come from what I found on Facebook,  it certainly was a good start.

Feel stuck and unable to focus? Perhaps all you need is a change in location. Work from home, step outside, move to a conference room or take up temporary residence at your local library or coffee shop.

For optimal productivity, make sure your workspace is ergonomically correct (this has been a particular challenge for me lately, since I think my setup is contributing to my neck and shoulder pain).

Just want to get more done, faster? Here is a great series of posts from RocketMatter on keyboard shortcuts:

• For WordPress
• For text editing
• For Twitter
• For Google Chrome

Manage interruptions better - especially impromptu or 'drop by' meetings.

I also liked this list of 12 things the most productive employees do before noon. Some of my favorites:

• Make a to-do list ahead of time (I recommend keeping it short, though - use the Power of Three)
• Ditch the snooze button
• Arrive on time
• Check in with others
• Avoid morning meetings (I find that I'm much more productive if I can get right to work. Once I go to a meeting, it's harder to get going. And if I have a meeting later in the day, I'm forced to get work done before I have to leave).

Manage in a way that makes your employees more productive, including:

• Provide constructive feedback on a regular basis (not just at evaluation time)
• Respect employees as people, not just as workers
• Provide necessary support (of all kinds)
• Model good behavior

Don't be fooled into thinking that emailing represents progress

• Think about the opportunity cost of any task you undertake, particularly email
• Establish benchmarks so that you can measure progress in other ways, especially for large projects
• Remember that your calendar doesn't always represent the entire universe of tasks that need to be completed

For all of you "GTD" fans, check out this post on GTD and mind-mapping for productivity.

And finally, some great advice (another one that I personally struggle with) from Lifehacker about saying "no" - you need time to do your best work, and that means you need to guard your time (and keep some of it obligation-free), rather than letting others set your agenda for you. Prioritizing is one thing, but eliminating things from your schedule (or preventing them from getting there in the first place) can be even more powerful -- so enjoy your downtime this summer!

 

 

 

 

 

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Time Management Tip #6: Use the Power of Three

Time Management Tip #11: Create External Deadlines

Some tasks and activities get done and goals get met, even if they get done at the last minute after late nights at the office. Usually, those goals, tasks, or activities get done because they have built in deadlines.

Deadlines create urgency. When we discussed prioritizing in tip #4, we talked about the fact that “urgent” tasks tend to get done. For example, when you have a scheduled meeting with a client or a hearing date for a motion, somehow the preparation work gets done on time. Those deadlines create urgency and provide a framework within which to structure your activities.

But what about those activities that Steven Covey calls “important but not urgent?” Those are the tasks that often get carried on a never-ending to do list because they do not have built in deadlines even though they are the activities that will make the biggest difference to your practice – they’ll save you time and money or generate more revenue in the long run.

One way to actually get these “important but not urgent” tasks done is by creating external deadlines. Even concrete goals are useless without external deadlines. Without a ‘drop dead’ date for accomplishing a particular task or activity within your practice, chances are you’ll never manage to get around to accomplishing your goal. This is particularly true when the goal or activity doesn’t immediately strike you as urgent or doesn’t directly affect a specific client engagement.

Steps to making external deadlines work for you

1. Decide what goals you’d like to accomplish.

Use the Power of Three from tip #6 for big goals - focus on just three. Or choose smaller, discrete tasks to work on (like getting through that pile of periodicals on your office floor, cleaning up your file room, creating a template for one specific document, etc.).

2. Choose an outside deadline for accomplishing each goal.

Choose a deadline that is a bit of a ‘stretch’ for you, or that will take a concerted effort on your part to reach, but that isn’t so unrealistic that you’ll blow it right away. In other words, don’t make the deadline too short so that it’s impossible, but don’t make it so long that you put the activity or goal right back on the back burner again.

3. List the steps you’ll need to accomplish to reach the goal, and set deadlines for each step (or at least for the first step).

For example, if one of your goals is to get a website up and running, steps could include things like choosing a web designer, deciding on a style, creating the content for the pages, choosing a web host, etc. Even those steps can be broken up into smaller steps. (Think Next Actions from tip #7). Choosing the deadline for the final outcome won't be as meaningful if you don't create interim deadlines for the smaller steps that need to be accomplished to reach that goal.

4. Make the deadline an external one.

One of the reasons that deadlines are effective is that there are consequences for your failure to meet them. If you don’t file your motion timely you may be precluded from making the argument; if you don’t complete the contract, the client’s deal might fall through, etc.

But “important, not urgent” tasks often have no consequences (or at least no immediate consequences) if you fail to complete them.

Setting your own deadlines – and even putting them on your calendar – may have failed in the past. That may be because those kinds of deadlines are internal – you’re the only one who knows about them, so they are easy to ignore.

These deadlines need to be external. That means they need to be shared and have consequences.

The most important aspect of setting external deadlines is making those deadlines have meaning outside of your own personal wish list or calendar. The way to make deadlines external is by sharing them with someone else, and by asking them to hold you accountable for accomplishing your goals.

The nature of your goal will determine who to share it (and the deadline) with and what the consequences for failure to meet it will be. Sometimes it’s an attorney or staff member within your office. Other times, a consultant or colleague is more appropriate. Often, sharing your goals and deadlines with clients is the most effective way to accomplish your goal.

Why external deadlines work

External deadlines use the power of peer pressure. They work because they act like commitments to other people, even if the only one that really benefits is you. Nobody likes to break their word or fail to fulfill a promise to someone else. Nobody likes to look like a failure or give the impression that they can’t follow through.

External deadlines also work because they create a support system for your efforts where you wouldn’t normally have support. When you share your deadlines with others and ask them to keep you accountable, you’ve created a cheering section – and perhaps even an offer of help. At the very least, you’ll have moral support.

For example, if your goal is to go through the publications on your office floor, your assistant may be the most appropriate person to share the deadline with. Most likely, your assistant will be just as happy as you are to see the clutter disappear. And your assistant can help you, either by actively going through them with you or by helping to clear your schedule and reduce or eliminate interruptions.

Publicize your deadlines

To make your external deadlines truly effective, publicize them.

Plan to ramp up your business development efforts this summer? Devise a seminar topic and set an external deadline. Publicize the date on your website, do a press release, and/or send a mailing to your clients notifying them of the seminar. Short of canceling the event, there’s no way out.

Want to finally get that website up and running? Choose a launch date and send postcards to clients and strategic alliances letting them know when you’ll finally be on line. With this much build-up, you’re much more likely to get moving on the project.

If a task or activity is truly important to you and your practice but it doesn’t have a built in deadline, create one. Then, to be sure that you won’t wriggle out of it, make the deadline public by sharing it with someone else.

Try setting external deadlines for some of the “important, not urgent” items on your list and let me know how it works for you by leaving your comments!

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 the task is one that truly should be delegated, the overall return on your time is well 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 effective delegation, and it is harder than it sounds.

Try creating checklists or other written instructions, particularly for tasks that will be performed repeatedly, where turnover is likely, or for tasks that are performed by more than one person.

Be specific about the scope of the project – how long, how much time, how many, etc. If the employee finds themselves spending more time on it than you anticipate, they can check back with you to determine whether they should keep going, cut the project short, or go in another direction.

Communicate why this assignment is important and how it fits into the overall work of the firm. How does it affect clients or fit into the overall strategy of the case? How does it help the firm function?

When an employee knows that their role is important and how it fits into the work that you do for your clients, they are more ‘invested’ in the project – and more likely to get it right.

Step 2: Ensure that you’ve been understood

Miscommunication is inevitable. ‘Memo’ to one lawyer might mean 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 their understanding of the project – in their own 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 they think you want them to do.

This is your opportunity to ensure that your instructions were clear and that you’ve properly defined the scope of the project. Encourage questions, even when using written instructions and checklists.

Step 3: Set a definite deadline and establish priority

Delegation often fails due to lack of deadlines or failure to set priorities. Employees need to know when the project must be completed and how important it is in the context of all of the other work they must do. Human nature dictates that work that is urgent gets attended 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 your employee is on track, particularly if you're new to delegation or to working with this particular individual.

Schedule a specific time to check in with the employee when you think enough time has passed to have uncovered some questions, but not so far that you can’t rein them in if they’re off-track.

Beware of micromanaging. If you’ve been working with someone for a while and they are meeting your expectations, the necessity to check in should be reduced drastically, and perhaps eliminated. You must develop confidence in your employees, particularly professionals, and allow them to do their jobs.

Step 5: Evaluate and share the outcome

Completion of the task is not the end of the delegation process. Feedback is an important part of good delegation. Take the time to teach and correct your employees so that they can grow and improve. Give praise for a job well done.

Sharing the outcome with your employees signals that their contribution 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.

 

 

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Time Management Tip #9: Do the Worst First

Time Management Tip #9: Do the Worst First

When I was a kid and I had to eat something I didn't like (like broccoli, spinach or mushrooms), I learned that if I ate that item first, it was much easier; I had the rest of my dinner (the parts I liked) to look forward to (and to drown out the taste of the awful stuff).

If I saved the offending item until last, it would take forever to finish my meal (and my parents wouldn't let me get up until I was done). Not only that, but I didn't enjoy the good parts of my meal because I kept thinking about the pile of yuck I still had left on the plate.

The same thing is probably happening to you in your law practice. Let's face it - not everything you do as a lawyer is enjoyable; not every case is interesting and not every client is a joy to work with. But the more you avoid the tasks, clients and cases that you dislike, the less productive you're likely to be - even in other areas.

One of my favorite "time management" tips is, "Do the Worst First." Do you have a "dog" of a file that has been sitting around because no one wants to deal with it? Or an important project that you know will be time consuming or uncomfortable? (They may even be cluttering up a corner of your office gathering dust if you're a victim of "I Need to See it Syndrome.")

These may be precisely the tasks you should prioritize as important but not urgent. Do those tasks first. Get them out of the way and keep them from cluttering up your thinking and pulling focus from the other things you’re working on. 

Often, the offending task isn't as bad as you thought it would be, but even if it's awful, you'll feel better when it has been completed. You'll be free to focus on everything else that needs to be done -and you'll find it is much easier to do so when your mind is clear of thoughts about that nasty task or file.

Then again, perhaps the task is one you are avoiding, but not one that MUST be accomplished by you. Perhaps you can employ the strategy my friend used when she fed her vegetables to her dog when her parents weren't looking - in other words, find someone who actually likes performing that particular task (or someone who is lower on the totem pole than you, but can still get the job done) and delegate* it to them.

*More on delegation to come in a future post.

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Time Management Tip #8: Cure "I Need to See It" Syndrome