|
|
*
* * * * * * * Most of the time, we think of delegating solely as a way to get work done when we don’t have time to do it all ourselves. But, effective delegation can achieve much more. It can help you to mentor a more junior lawyer, bolster a personal service team you are developing, free you up to work on higher-level issues or additional matters, or allow you to devote time to marketing and client development initiatives. Delegation is also critical for ensuring that legal tasks and issues are handled at an appropriate billing rate and seniority level. For all these reasons, it makes sense to think about how to make delegation work optimally for you. The first key to effective delegation is adequate preparation. Delegating isn’t asking someone to do a task, nor is it asking someone with specific expertise to review a document or consult on a matter. Delegating is taking a project or matter for which you are responsible and passing it on – in whole or in part – to be handled by another person. This requires a determination of the scope of the project that is being delegated, the identification of the person or persons who will handle the project, and a clear set of objectives. Be clear in your own mind as to just what you are delegating. Delegation may include researching and drafting, strategizing, analyzing, dealing with clients, putting together a team of lawyers, running a team of lawyers, and many other activities. Also consider what specific instructions and guidance you want to give to the person(s) to whom you are delegating. If you decide, for example, that you will delegate the handling of all aspects of a tort claim, think about what issues and responsibilities you expect that this will entail, and make sure that you convey your expectations clearly. As always, putting things in writing is helpful if possible. A key aspect of effective delegation is the identification of the person(s) to whom you will delegate. Make sure the person has the background and experience needed to handle the matter. In previous newsletters, we have made reference to the benefits of developing a personal service team – a team of individuals that works with you regularly to help you bring the best service to your clients. The importance and utility of delegating really can be appreciated when viewed in connection with the development of a personal service team. By delegating to your team members, you continue to develop the team, bring consistency to the matters your handling, and foster high client service standards. You also avoid getting caught in the trap of asking whomever is available to perform limited tasks while you wait in the wings for the requested material; instead, you will want to mentor team members and give each of them an increasing amount of responsibility, and more challenging projects, over time. In previous newsletters, we have suggested that you prepare a “get-to-know-them” memo that discusses the background information for and predilections of each of your clients. Don’t forget to distribute this memo to the individuals to whom you are delegating. Once you have delegated the project, don’t micromanage. One of the keys to effective delegating is learning to let go. That doesn’t mean that you shouldn’t check in or get progress reports. It does mean letting others feel responsible and accountable for the success of the project that has been delegated to them. As part of the delegating process, you should let others know what you expect in terms of updates (this will change over time as you gain greater confidence in and familiarity with those to whom you are delegating). Specify how often you would like to receive progress reports, the method by which such updates should be given (e-mail, voicemail, etc.), as well as the instances that should prompt the person to seek your guidance. Encourage those to whom you delegate to ask questions as needed. It is important to keep an open door and to be responsive to requests for further guidance or information. If the delegation doesn’t go well, consider whether you did everything you could in terms of setting forth your expectations, being clear in the scope of the delegated issues and responsibilities, and being responsive to questions and receptive to updates. Try to isolate what went wrong and determine how it can be corrected the next time around. Perhaps the individual to whom you delegated just wasn’t ready for the responsibility, or maybe there was a communication failure that can be easily remedied. Be sure to meet with the person to whom you delegated to discuss the outcome and to get his or her thoughts. Having a frank discussion of this kind is always important, and it is critical if you are developing a personal service team. When you have
successfully delegated, you will know it. You will feel confident
that the matter is being handled as you would handle it, you will
receive updates that keep you apprised of progress, and you will
have more time to spend on other issues, matters, and activities.
It’s a feeling well worth spending time to attain. Copyright © 2003, Whittier Legal Consulting, all rights reserved. * * * * * * * Whittier Legal Consulting provides ONE-ON-ONE COACHING to individual lawyers. We offer programs in Time and Project Management, Marketing and Career Focus, and Success Strategies for Women Lawyers. Visit our website for further information, and feel free to schedule a complimentary phone call with us to discuss your goals and vision for the future. We can help you get there. Contact us for
details: 214.969.1950
Home
: Resume : Individual
Lawyer Services : Law Firm Services
: Seminars copyright © 2001-2003, all rights reserved
|
 | |||||||||
