In the previous blog, “The Micromanaging Lawyer,” we mentioned that delegation is a phase where managers and employees will need significant support to get comfortable with mistakes — which is essential for growth. That is why is this blog, we’ll discuss “Handling Delegation Mistakes.” 

According to Amy C. Edmondson’s psychological safety theory, by acknowledging that mistakes are inevitable, organizations allow employees to experiment and take risks without fear of punishment or embarrassment. This encourages creative problem-solving, collaboration, and innovation — all essential components of a successful law firm.

Identifying the Causes of Delegation Mistakes

Before addressing the mistakes, it’s vital to understand why the delegation didn’t meet the expected outcomes. There are three common causes of delegtion mistakes:

1. Unclear Instructions

“Have the objectives and expectations of tasks been communicated clearly?” 

According to a study by Fierce, Inc., a leadership consultancy, 86% of employees identify lack of collaboration or ineffective communication as the primary reasons for workplace errors. Additionally, a survey by Ketchum Communications found that only 31% of employees think their managers are effective communicators.

As a Lawyer-Manager, of course you don’t wake up one day and choose to communicate poorly. No manager would want that, right? But why do many still struggle with effective communication?

Consider effective communication as playing the game of Cricket Darts. In this game, you must hit the same number three times to score points or block your opponent. 

Similarly, in communication, you need to “hit” your target three times: what you intend to say, what you actually say, and what the listener interprets. Missing any of these can lead to misunderstandings.

The Three Rings of Communication by Alain Hunkins

Psychologists suggest that this “perfect” communication happens only oftentimes because of what they refer to a phenomenon as projection bias. This bias occurs when you subconsciously assume others share your current thoughts and feelings, leading your brain to mistake your subjective viewpoint for objective reality.

This bias is particularly evident in how tasks are delegated within a law firm. For instance:

“I handed off the client’s file. They should be equipped to draft the motion on their own.”

“Why hasn’t the deposition been scheduled? Isn’t it clear that it’s urgent?”

“It seems the associates don’t recognize the crucial role of thorough document review. Can’t they see how vital it is for the case?”

Clarke and Crossland describe these assumptions as “The Four Fatal Assumptions of Leaders,” which are:

1. Constituents understand: Leaders assume everyone knows what is expected.
2. They care: Leaders believe everyone has the same level of interest and commitment.
3. They agree: Leaders think everyone is in agreement with the decisions made.
4. They will take appropriate action: Leaders expect everyone will act correctly without further guidance.

To combat this issue, it’s essential to adopt a clear and direct communication style. Here are a few strategies:

• Be Specific
• Clearly outline the objectives, deadlines, and expected outcomes. If possible, provide written instructions to avoid any confusion that might arise from verbal communication alone.
• Repeat Key Points
• Reiterate important details to ensure alignment and understanding.
• Do Not Assume, Seek Feedback
• Do not assume that your team understands the instructions always, ask for immediate feedback to clarify any misunderstandings right away. This ensures everyone is on the same page and can significantly reduce errors stemming from miscommunication.

2. Mismatched Skills

Were the tasks aligned with the team members’ skills and experiences? 

According to McKinsey, a global management consulting firm, 87% of organizations know they have a skill gap or will have one within the next few years. However, even when businesses are able to find highly skilled employees, they don’t always hire for the “right” skills.

That is what a skill mismatch is — a noticeable gap between the skills of the employees and the skills actually needed for the particular job.

Different types of Skill Mismatches:

1. Horizontal mismatch

• An employee has the right qualifications but lacks the “right” skills needed for the job.

2. Vertical mismatch

• This occurs when an employee’s skill set isn’t on par with the level required by the job. This includes the underqualified and the overqualified, often leading to job dissatisfaction and underutilization of skills.

3. Skills obsolescence

• Skills become outdated as new technologies emerge, making previous knowledge irrelevant. According to the World Economic Forum, the average half-life of skills is only four years, meaning the skills we have now will only be half as valuable in four years’ time. 

This mismatch can have significant consequences like decreased productivity, which in turn can impair employee performance and increase the likelihood of mistakes at work.

To address the mismatch of skills, it’s crucial to align tasks with the appropriate team member capabilities. Here are a few strategies:

• Conduct Skills Assessments Regularly
• Understand the current capabilities of your team through assessments or reviews. This can help in aligning tasks with the right personnel.
• Provide and Enhance Training and Development Opportunities
• If skill gaps are identified, offer training sessions or professional development opportunities to bridge these gaps.

3. Lack of Motivation

Were the team members sufficiently motivated and invested in the task’s success?

Motivation drives 40% of a team project’s success, but managers often struggle to inspire unmotivated employees. In fact, a Gallup study reveals that only 15% of employees worldwide are engaged at work, indicating a global motivational crisis that significantly affects productivity and task completion rates.

There are two general types of employee motivation:

1. Financial Motivation

• Includes salaries, bonuses, commissions, and other monetary rewards.

2. Intrinsic Motivation

• Involves intangible factors like job satisfaction, recognition, and opportunities for growth.

Both financial and intrinsic motivations are essential for minimizing delegation errors within any organization. Effective task delegation that leverages these motivations ensures that employees are not only willing but also eager to assume responsibilities. 

Improving motivation can significantly reduce delegation mistakes by ensuring that team members are engaged and invested in their tasks:

• Recognize and Reward Efforts
• Acknowledge good work publicly and reward achievements to motivate others. This could be through bonuses, promotions, or even simple recognition in team meetings.
• Create a Supportive Culture
• Foster an environment where team members feel valued and supported. This includes open communication channels, regular feedback, and a positive workplace atmosphere.
• Empower Employees
• Give team members more autonomy over how they complete their tasks. Empowerment can lead to increased job satisfaction and a higher sense of ownership over work.

Learning from Delegation Mistakes

Handling delegation failures effectively is not just about fixing what went wrong. It’s about creating a proactive, supportive, and adaptable environment where continuous learning and improvement is integral to operations. Every mistake should become a stepping stone to greater understanding and better performance, making each a valuable part of your law firm’s growth and success.

References:

Hunkins, A. (2022). The #1 Obstacle To Effective Communication. Retrieved from: https://www.forbes.com/sites/alainhunkins/2022/09/15/the-1-obstacle-to-effective-communication/?sh=5434b1609fbc

Lambden, D. (2023). The Importance of Effective Workplace Communication – Statistics. Retrieved from: https://www.expertmarket.com/phone-systems/workplace-communication-statistics#:~:text=86%25%20of%20employees%20cite%20the,efficacy%20on%20a%20daily%20basis.

Harvard Business Review. (2019). 4 Reasons Good Employees Lose Their Motivation. Retrieved from: https://hbr.org/2019/03/4-reasons-good-employees-lose-their-motivation

Gallup. (2019). Worldwide, 13% of Employees Are Engaged at Work. Retrieved from: https://news.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx

Sarah is a dedicated family lawyer with a growing practice. Sarah’s journey to becoming a lawyer was far from easy. Raised in a working-class family, she worked tirelessly to put herself through law school, overcoming financial obstacles and societal barriers every step of the way. Despite everything she’s been through, her determination and passion for justice helped her to move forward.

When she opened her own practice, she was determined to make a difference in the lives of her clients. However, as her caseload grew and demands on her time increased, Sarah found herself facing a new set of challenges.

Despite achieving success, she found it challenging to delegate. After tirelessly building her practice from scratch, she hesitated to entrust important responsibilities to anyone else. She held the belief that she could accomplish tasks more effectively on her own, and that completing more tasks equated to higher productivity. Besides, she thinks that hiring assistance might lead to costly mistakes. These factors combined resulted in her reluctance to take a risk.

As the days turned into nights and her workload continued to mount, Sarah realized that she couldn’t do it all on her own. Her practice was thriving, but at what cost? She was sacrificing precious time with her family, getting sick and neglecting her own well-being, and feeling increasingly overwhelmed by the relentless demands of her profession.

The passion she once held dearly transformed into something she began to resent.

Sounds familiar?

Sarah’s story is quite common actually. Different back stories, but the same dilemma – the struggle to buy back time and delegate.

Lawyers as managers

Lawyers are managers. A lawyer must concurrently manage many different aspects of a law practice–and a business. 

However, many lawyers may not fully consider or appreciate the demands of the managerial-practicing lawyer roles, and are utterly unprepared for the duties and demands that await them, including delegation.

The art of delegation is one of the most challenging and complex tasks a manager can perform. According to a statistic from the late London Business School professor, John Hunt, Only 30% of managers delegate effectively. Delegation is a crucial management technique that many fail to perform properly–even lawyers.

Why is it so difficult to delegate?

Dan Martell, an award-winning Canadian entrepreneur, investor, best-selling author, and SaaS coach, identifies several reasons why people might be hesitant to delegate, which can resonate with lawyers or anyone in a professional setting:

1. The “GSD Mentality”

“More work = More productive”

GSD or the Get Sh*t Done Mentality is the prevailing belief in today’s hustle culture that  the more tasks you check off your list, the more productive you are. It’s a relentless pursuit of getting sh*t done at any cost. However, according to 2023 research from the business-to-business marketplace, Expert Market, working long hours does not necessarily equate to increased productivity. In fact, the top countries to be more productive have people who work fewer hours annually. It was also stated in that study that this is because working excessive hours can lead to devastating workplace stress and burnout.

The GSD mindset often overlooks a critical aspect: the detrimental impact of overloading oneself with work. In reality, constantly striving to tackle every task solo can impede long-term growth. When work consumes all your time and energy, there’s little room left for strategic thinking, creativity, or personal development.

2. The “Do-it-yourself” Mindset

“I can get it done right and faster if I do it myself”

Many managers have difficulties in letting go – the fear of losing control. It is common for managers to feel more confident in doing the detailed work because they think they can get things faster if they do it themselves. They may worry that others won’t perform tasks to their standards or that mistakes will occur. Ironically, this lack of trust and empowerment wastes time and stifles productivity and growth. In terms of the business of law, micromanaging every aspect of legal work can limit the firm’s scalability. 

Dan Martell categorizes this as “The Supervisor” persona as he discusses the 5 time assassins. Time assassins are habits that are going to absolutely continue to eat away your ability to do more and delegate effectively.

3. Perception About “Hiring” 

“To much time, too much energy, too costly”

Some managers hesitate to delegate because they believe they don’t have the time to properly train others. They may feel that it’s faster to do tasks themselves rather than investing time in teaching someone else.

Moreover, the perception of hiring being “too costly” stems from concerns about overhead costs from hiring and training plus the turnover costs when they leave.

However, according to Dan Martell, this is a matter of mindset. Most people see hiring as a cost rather than an investment. But Dan Martell emphasized in his Buyback Principle that the emphasis isn’t on “hiring to add capacity” but rather “hiring with a purpose of reinvestment.”

The Buyback Principle is simple. “Don’t hire to grow your firm, hire to buy back your time.”

There are 3 takeaways from this blog:

Delegation isn’t merely about offloading tasks. It’s about reclaiming valuable time that could be invested in more significant endeavors.

Delegation isn’t a sign of weakness. It’s a strategic move that recognizes the finite nature of time and energy. 

True productivity isn’t measured by the sheer volume of tasks completed, but by the meaningful impact and sustainable growth achieved over time. 

In conclusion, the struggle to delegate is a common challenge faced by many professionals, including lawyers like Sarah, and many of us can relate to her experience. Despite the demands of their roles as both practitioners and managers, lawyers often find it difficult to relinquish control over tasks and responsibilities. This reluctance can stem from various factors, including the pervasive “GSD Mentality,” the fear of losing control or compromising quality, and concerns about the time and cost associated with hiring and training.

But as emphasized by Dan Martell’s Buyback Principle, delegation should be viewed not as a cost but as an investment in reclaiming valuable time and enabling long-term growth and sustainability. By recognizing the importance of effective delegation and adopting a mindset that prioritizes strategic thinking and empowerment, lawyers can overcome the barriers to delegation and achieve both personal and professional success.

Reference:
https://www.businessnewsdaily.com/9302-hours-worked-productivity.html

Martell, D. (2023). Buy Back Your Time: Get Unstuck, Reclaim Your Freedom, and Build Your Empire. Penguin Publishing Group.