“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/

You wake up at your law firm office, exhausted from yesterday’s work. The realization hits you: you’ve spent another night at the office, overworking for the nth time. You check your phone, only to find 35 missed calls and 57 messages from an angry wife, her words laced with the threat of divorce. You notice the calendar, today’s date was encircled red. It’s your daughter’s 5th birthday. 

Immediately, you stood up and grabbed your coat, only to be confronted by the daunting sight of work piled high on your desk. Almost on cue, the office telephone begins ringing, email notifications start flooding in, and your laptop screen lights up with alerts.

You steal a glance at the mirror, seeing a disheveled man, with a face as frazzled as his hair. You know you can’t handle it all alone. You need to delegate. 

Ironically, the idea terrifies you. What if they mess up? What if they don’t understand the cases like you do? The fear of losing control in a field where accuracy is everything holds you back.

You know you need help, but why does it feel like swimming against the current?

While this story might seem like an exaggeration to some and a stark reality to others, the point is, that many professionals, including lawyers, struggle with overcoming this fear. Different stories, similar problems–”The Fear of Delegation.”

In our previous article, “Lawyers as Managers,” we used Dan Martell’s book, “Buy Back Your Time,” to discuss why it is difficult for managers to delegate. A quick review reveals reasons such as:

1. The Get Shit Done Mentality (believing more work equals more productivity)
2. Do-it-yourself Mindset (“I can get it done right and faster if I do it myself”)
3. Perception About Hiring (“Hiring takes too much time, too much energy, too much cost”)

You can read more about “Lawyers as Managers” here: https://blog.avocadohive.com/2024/03/05/lawyers-as-managers/

In this blog, we are going delve into the principles of “Three Secrets to Effective Time Investment,” by Elizabeth Grace Saunders. Elizabeth Grace Saunders is the founder and CEO of Real Life E Time Coaching & Training. Her book offers valuable insights into managing time efficiently which can be applied in overcoming the fear of delegation.

The 3 Secrets to Overcoming the Fear of Delegation

Secret #1: Make Action-based Priorities

To let go of tasks others can handle, start by understanding what should fill the majority of your time.

Time is the ultimate limited resource. There are 24 hours in a day. Ideally, eight hours are for sleep and another eight for work. The remaining eight hours are for personal life, though sometimes work often encroaches on this time.

According to the 2018 Legal Trends Report, 75% of lawyers frequently work outside business hours, and 39% say that those extended hours have taken a toll on their personal lives. 

Moreover, according to the 2022 Legal Trends Report, the majority of lawyers work beyond non-traditional business hours, leading to adverse consequences both professionally and personally.

Most significantly, only 51% of lawyers working non-traditional work schedules reported having good or very good mental health, in contrast to 74% of those who maintain regular work hours. This indicates that lawyers are 45% more inclined to report positive mental health and well-being when adhering to a standard business schedule.

Therefore, you should reflect on what truly matters to you, both professionally and personally. 

According to Elizabeth Grace Saunders, identify your priorities by making a list, in order of importance, and convert them into action-based tasks. For example, if family time tops the list, leaving the office earlier for dinner might be necessary.

In delegation, consider doing essential tasks where you add the most value. Everything outside your core strengths and role should be delegated. Unfortunately, many lawyers don’t allocate time to these essential tasks because they get lost in other trivial tasks from answering emails to drafting.

To identify if you’re doing the essential tasks, you can also try to apply what Elizabeth Saunders said. Make a list of valuable tasks in order of importance, then, make a separate list of tasks that you prioritize each day. Compare both. Does it match? If it doesn’t then, maybe you need to undergo a time and task audit.

Secret #2: Set Realistic Expectations

Perfectionism and over-commitment hinder productivity. Perfectionism is the enemy of progress. The problem with perfection is–it doesn’t exist, thus, setting realistic expectations is crucial.

The Hardin Group conducted research in partnership with the Social Research Lab at the University of Northern Colorado to learn more about the effects of perfectionism at work and it was revealed that 86% of professionals, particularly those in managerial roles like lawyers—who must concurrently manage various facets of law practice and business—believe their work is affected by perfectionist expectations. The effects include struggles with work-life boundaries, struggles saying no to unrealistic demands, poor time management, and reluctance to delegate.

Be realistic. Acknowledge you can’t do everything alone. Assess your time and energy practically. Be honest about how long tasks take and don’t be afraid to seek help and delegate some of them.

Remember the list of priorities earlier? Delegate the least important tasks. For instance, for checking emails and answering phone calls, maybe you can hire a legal assistant, or if you need help with pleadings, maybe you can delegate it to a drafting support.

Secret #3: Strengthen Your Routine

Routines streamline workflow and reduce decision fatigue. Establishing routines is essential for good time management, leaving mental space for important tasks.

When facing the fear of delegation, establish a two step routine:

1. Name the fear

Clarify what bothers you. In delegating tasks, common concerns include fearing the work won’t be done right or feeling out of control. List down your fears about delegation and acknowledge them.

2. Minimize the Risk

Once you have a detailed list of perceived risks, try to address each issue. Figure out how to minimize risks when delegating tasks. Incorporate checks and balances to ensure quality.

For instance, if the perceived risk is fearing that the work will not get done right, pause and carefully consider the tasks that you delegate and adjust your management style accordingly. Remember to allocate buffer time for reviewing and editing work. 

Additionally, one piece of advice I received personally was that there are generally three reasons why your staff may not have completed tasks correctly:

• Miscommunication occurred during task delegation, either on your part or on the part of the staff.
• The task wasn’t adequately taught or the staff wasn’t trained for the assigned task.
• The staff lacked motivation to complete the task effectively.

Conclusion

In conclusion, overcoming the fear of delegation in law firms requires a proactive approach to time management and trust in others’ capabilities.

Remember, delegation is not a sign of weakness but a strategic tool for achieving your goals. Embrace it, and watch your productivity soar.

References:

• The Hardin Group. (2020). Perfectionism Research. Retrieved from: https://thehardingroup.co/perfectionism-research/
• MacDonald, M. (2018). Work-life Balance for Lawyers. Retrieved from: https://www.clio.com/blog/lawyer-work-life-balance/
• Clio. (2022). 2022 Legal Trends Report. Retrieved from: https://www.clio.com/resources/legal-trends/2022-report/read-online/

The Thomson Reuters Institute’s 2022 State of US Small Law Firms Report revealed that small law firm attorneys are spending only 56% of their time practicing law. 44% is spent on non-billable tasks. This struggle has persisted as the top challenge in recent years, acknowledged by 80% of respondents. This has a direct impact on the core of what law firm attorneys aspire to do – practice law and serve clients.

Small law firm attorneys wear multiple hats, balancing legal expertise with administrative responsibilities.

They spend a significant amount of time on non-billable tasks due to various reasons:

1. Administrative duties such as client management, scheduling, and billing
2. Document preparation and legal research.
3. Email correspondence and court filings.
4. Business development and networking.
5. Continuing education and compliance requirements.

The need to handle these non-billable tasks is a major contributor to the significant time gap identified in the report.

To address this and enhance the efficiency of small law firms. Here are some solutions:

1.  Legal Practice Management Software

• Invest in cutting-edge legal practice management software to streamline administrative processes. Automation can significantly reduce the time spent on routine tasks such as document creation, billing, and appointment scheduling.

2. Task Delegation

• Delegate non-essential tasks to support staff or consider hiring specialized professionals to handle administrative duties. This allows attorneys to focus more on their core competency – practicing law.

3. Adopt Client Relationship Management (CRM) Systems

• Utilize CRM systems to efficiently manage client interactions, deadlines, and communications. This not only enhances client satisfaction but also saves valuable time that might otherwise be spent on disorganized client management.

4. Outsource Legal Assistance

• Embrace outsourcing as a strategic solution. Hiring virtual legal assistants or outsourcing specific tasks to legal process outsourcing (LPO) providers can alleviate the administrative burden, allowing attorneys to concentrate on legal matters.

Embracing Outsourcing for Efficiency

By outsourcing non-billable tasks to specialized professionals, small law firms can gain a competitive edge. Legal outsourcing providers offer a range of services, including legal research, document preparation, and administrative support, enabling attorneys to optimize their time and focus on delivering quality legal services.

Conclusion

In conclusion, the State of US Small Law Firms report sheds light on the challenges faced by small firm attorneys in balancing legal practice and administrative tasks. By implementing the recommended solutions, these professionals can buy back their valuable time, enhance productivity, and position themselves for success in an increasingly demanding industry.

Reference:

• Thomson Reuters Institute’s 2022 State of US Small Law Firms