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

“Have you seen Mr. Thomas lately? He looks exhausted.” 

“Yeah, I heard he’s been pulling all-nighters trying to get this case done.”

“Poor guy. He should let us help him out.”

“I insisted on helping him with the research, but he had me redo it five times because he wasn’t satisfied. He ended up doing it himself–again.”

“I can relate. He was nitpicking every word of the contract draft I worked on and took over the task eventually. It’s as if he hired us for nothing.”

“Exactly. Even with trivial tasks, he still insists on approving everything first. It feels like he still doesn’t trust our expertise.”

Mr. Thomas sighed as he overheard the conversations between his junior associate and his paralegal. He was hiding behind the slightly opened door of their office, disheartened about what he heard. He had always prided himself on his attention to detail, but now he realized that his micromanaging ways were taking a toll on his team.

It started when Mr. Thomas decided to hire a junior associate and a paralegal to free up his time for strategic planning and growing his law firm. His journey to delegation started smoothly, his team members were eager to begin their tasks. However, as days passed, Mr. Thomas found himself consumed with overseeing every aspect of his team’s task–even the most trivial ones. He began offering unsolicited advice and corrections, even when their work was satisfactory. He hovered over them, scrutinizing their work until he eventually took over all the tasks he had assigned them.

Despite his intentions to delegate, he couldn’t shake the feeling of needing to control every detail, reflecting micromanagement.

As the deadline for the case drew near, cracks began to appear in Mr. Thomas’ facade of control. Legal documents were riddled with errors, critical deadlines were missed, and clients grew frustrated.

Is this scenario familiar to you? 

Micromanagement is actually very common in any workplace. A February 2023 study by Accountemps discovered that 59% of individuals have experienced micromanagement during their careers. Among those who have been subjected to micromanagement, 68% noted a decrease in morale, while 55% stated that it had negatively impacted their productivity.

The Micromanagement Trap

Some managers may be unaware of the effect of their behavior on others. They may genuinely believe that their approach is necessary for success. Many leaders are overconfident in how they impact employees. In fact, 74% of leaders feel they inspire staff, while only 27% of workers agree. This is an example of a micromanagement trap. 

Other micromanagers are conscious of their behavior but struggle to change due to deeply ingrained habits–another micromanagement trap.

Micromanagement traps come in different forms. 

Fear of failure, perfectionism, lack of trust, or maybe the perception that you’re just being detail-oriented. Intentional or unintentional, any reason that leads you to take on too much responsibility from your team becomes a trap that can stunt your firm’s growth.

How to Escape The Micromanagement Trap?

Mike Michalowicz, an angel investor, the creator of Profit First, owner of two new multi-million-dollar ventures, and author of eight known business books, including “Clockwork: Design Your Business to Run Itself.” In this blog, we are going to discuss a portion of the said book and apply it in running a law firm.

To break away from micromanaging, let us first break down the various levels of involvement in managing through The Four D Mix. This will help you understand where to focus your time and responsibilities.

The Four D Mix

The Four D Mix, introduced by Mike Michalowicz, is a framework that categorizes the activities of entrepreneurs into four phases: Doing, Deciding, Delegating, and Designing. Each phase represents a different level of involvement and responsibility.

The Four D’s of Work:

• Doing
• Deciding
• Delegating; and
• Designing 

1. Doing

This is the phase when you do everything yourself, from the most trivial to the most significant task. This is where almost every startup begins, and where most of them get stuck–leading to micromanagement. This was most likely what happened to Mr. Thomas from our example earlier. He was stuck in the “doing” phase, continuously reverting to handling even the smallest tasks himself.

As stated earlier, there are lots of reasons why leaders fall under the micromanagement trap.

According to the Harvard Business Review, managers tend to micromanage for two primary reasons: First, they seek a stronger sense of connection with their team members. Second, they may find it more comfortable to engage in tasks they’re familiar with rather than overseeing employees who now handle those responsibilities.

Mark Murphy, a leadership expert and bestselling author, suggests a third reason: fear. The nature of this fear varies, but the primary concern driving leaders to micromanage is the desire of maintaining an image of expertise and authority. 

Moreover, based on the survey “Are You Motivated By Power Or Achievement?” taken by over 5,000 leaders,  41% of leaders harbor a strong inclination towards power. Having a desire for power isn’t entirely bad, sometimes it just means wanting authority to impact others, which can be beneficial if managed properly. However, for those craving power and recognition as experts, it can be unsettling when employees work independently that they seem to have no use for your expertise and authority. 

2. Deciding

This is the phase where you start assigning tasks to people but remain heavily involved in decision-making. This phase can result in a lack of autonomy among team members and a bottleneck in decision-making.

Most people confuse “Deciding” with “Delegating.” If you assign a task to someone else but need to answer questions to get the task done, you are not “Delegating,” you are “Deciding.” This was also one of the things that Mr. Thomas’ staff pointed out earlier.

This phase is frustrating, you’ll fall into the illusion that it’s easier and faster to finish tasks when you do them yourself, just like what Mr. Thomas did.

Flipping between “Doing” and “Deciding” is more common than you think. That’s why most businesses don’t ever get past one or two employees. Managers often cycle through phases of trying to do everything themselves, then realizing they need to hire help, only to become overwhelmed again and consider going back to doing it alone and getting frustrated, asking questions like “Why can’t they execute tasks my way?”

The thing is, they’re not supposed to do it exactly like you. They need to figure out the tasks themselves. Not giving employees the power to decide undermines their sense of accountability, making them feel less responsible. This can result in employees feeling undervalued, demotivated, and disengaged.

3. Delegation

This phase involves empowering your team to make decisions and shift the responsibility for decision-making from you to them. If they make mistakes, let them. This is the time when managers and employees will need significant support to get comfortable with failure which is essential for the team and the firm’s growth.

This is the most difficult phase, especially when every detail is already perfectly set in your mind. This is the ultimate challenge of Mr. Thomas–letting go of the illusion of perfection and getting comfortable with making mistakes.

Empower your team by thinking less of perfection. That way, you’ll have more mental space to think of things that truly matter for your firm. According to research by McKinsey and Company, a global management consulting firm, organizations whose leaders successfully empower others are nearly four times more likely to make good decisions than those whose leaders don’t.

However, successful empowerment doesn’t imply abandoning employees. It just means being involved without being controlling. Offer guidance and boundaries for decisions, ensure accountability, and then step back to let others take charge.

Imagine the impact if your team focused on delivering outcomes rather than completing tasks—it becomes transformative. Empowered employees are more engaged, work harder, and become more loyal to the firm. Their delegated decisions usually result in faster, better, and more efficiently executed outcomes.

4. Designing

As a lawyer-manager, your time is best spent “Designing” the work, not “Doing” the work. 

Designing involves strategic planning, where you focus on brainstorming the steps toward your firm’s vision. This process provides a comprehensive overview of your law firm’s performance, short-term prospects, and future outlook, enabling you to better guide your firm in the right direction.

A law firm is a business. According to Thomson Reuters, small law firm lawyers are increasingly realizing that they are, indeed, business owners, and in any business, strategic planning is crucial to ensure long-term success.

Conclusion

Mr. Thomas’s story highlights a big issue for managers: micromanagement. In running any business, especially a law firm where accuracy is everything, it can be a challenge to let go even the tiniest detail. Even though it might start with good intentions, micromanaging can hold back the team’s freedom and creativity, as well as the firm’s growth and progress. But there’s a solution: delegation.

To break free from the micromanagement trap, lawyers must transition from “doing” and “deciding” to “delegating.” This change allows managing lawyers to focus on “designing” the path toward achieving their vision for their firm.

References

• Mickensey & Company. (2020). “For smarter decisions, empower your employees.” Retrieved from: https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/for-smarter-decisions-empower-your-employees
• Thomson Reuters. (2020). “Securing Your Practice’s Future: Why Law Firm Strategic Planning Matters for Small Law Firms.” Retrieved from: https://www.thomsonreuters.com/en-us/posts/legal/strategic-planning-small-law-firms/
• Tham, C. (2021). “Law Firm Strategic Planning: A Guide.” Retrieved from: https://clio.com/blog/law-firm-strategic-planning/
• Chandler, A. (2023). “7 signs you’re dealing with a micromanager (and how to manage them)” Retrieved from: https://www.breathehr.com/en-gb/blog/topic/health-and-wellbeing/8-signs-youre-dealing-with-a-micro-manager-and-how-to-manage-them
• Murphy, M. (2017). “The Secret Fear That Causes Bosses To Micromanage.” Retrieved from: https://www.forbes.com/sites/markmurphy/2017/03/12/the-secret-fear-that-causes-bosses-to-micromanage/

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.