Originally published on May 17, 2009 in our free SmallLaw newsletter.
One of the best ways to manage your activities is by learning how to delegate effectively. Focus your energy on the tasks that further your core values, generate the most profit, take advantage of your expertise, skill, or personal relationships, or require your personal participation.About each task, ask yourself: Does it go to the heart of what you do as a lawyer or how you obtain business, or is it something that you can teach someone else to do?
While it may take longer in the short run to explain the project (and then correct 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 makes it worthwhile. Below you'll find five key steps to effective delegation.
1. Give Clear, Comprehensive Instructions
This step is the most crucial component of effective delegation, and is harder than it sounds.
Try creating checklists or other written instructions, particularly for tasks performed repeatedly, by more than one person or by a steady flow of new people.
Be specific about the scope of the project. 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 change 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 understands the importance of a task and how it fits into the work that you do for your clients, they become more invested in the project — and more likely to get it right.
2. Prevent Miscommunication
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 lengthy report complete with case citations, discussions of individual case facts, etc.
Ask the person you're delegating to repeat back to you their understanding of the project — in their own words. Don't just ask, "Do you understand?" Let them tell you what they think you want them to do. This exercise gives you an 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.
3. Set a Deadline and Establish Priority
Delegation failure often stems from lack of deadlines or failure to set priorities. Employees need to know when the project must be completed and how important it is. Human nature dictates that urgent work commands attention. If you have no deadlines or priorities, there is no urgency.
4. Create a Feedback Loop
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 worked with someone for a while and they have met your expectations, you won't need to check in as frequently. In some cases, you can eliminate this step entirely. You must develop confidence in your employees, particularly professionals, and allow them to do their jobs.
5. Evaluate Job Performance and Share the Outcome
Completion of the task does not mark the end of the delegation process. Constructive criticism is an important part of delegation. Take the time to teach and correct your employees so that they can grow and improve. Give praise for a job well done. Also, sharing the eventual outcome with your employees signals the importance of their contribution and their role in your firm's success.
Written by Allison C. Shields of the Lawyer Meltdown newsletter and Legal Ease Blog.
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