Are you a law firm owner drowning in tasks that keep you from growing your practice? Has your firm hit a growth ceiling?
The key to blasting through isn’t working harder—it’s mastering the art of delegation.
The Growth vs. Control Choice
I had lunch not long ago with an attorney I’ve respected since I began practicing in 1997 – a stoic, well-dressed man who modelled success and professionalism.
He established his practice about eight years before we started Sterling Law. Yet, his firm plateaued at seven attorneys. They had not grown beyond that size for about a decade.
He was frustrated and wanted to expand.
As we explored his delegation habits, his ultimate response was candid and revealing.
He admitted, “I’m not willing to let other people do the work with my name on the door.”
He had a choice between control and growth. He chose control.
At the end of the day, he enjoys the work of control more than the work of delegating.
This article is for those lawyers who want growth and are willing to do the hard work of delegating.
Why We Resist Delegating
There are eight main reasons we tend to resist delegation:
- The Competence Trap. We enjoy tasks we’re good at and resist giving them up, even when it would benefit our practice.
- The False Economy Myth. We think, “I can do this faster myself,” without considering the opportunity cost of not doing higher-value work.
- Laziness. Paradoxically, we avoid delegation because teaching someone else seems like more work than just doing it ourselves.
- Insecurity. We fear someone else might do it better, making us feel less important or valuable.
- Pride. We believe we’re “too important” to train others, failing to see that one hour of training can save hundreds later.
- Fear. Past delegation failures make us reluctant to try again, though delegation is a skill that improves with practice.
- The Quality Compromise Myth. We worry delegation will reduce quality when in fact clients prefer consistently good service (through delegation) over sporadic excellence.
- Ignorance. Sometimes, we simply don’t know what or how to delegate, missing opportunities to expand our delegation muscles.
Why Delegation Matters
When you delegate well, everyone wins:
- You win by freeing up time for higher-value activities that typically bring greater satisfaction and returns.
- You develop leadership skills that are worth much more than technical skills alone. In our first couple of years of practice, we’re focused on technical skills, but leadership ability increases your value substantially.
- You create a margin in your life, reducing burnout and improving job satisfaction, even if leadership isn’t your primary goal.
- You empower your team members to develop new skills and gain confidence. When you delegate, you communicate trust and appreciation that makes them feel valued.
My Five-Part Delegation Framework
Here’s my personal strategy for effective delegation:
- Identify What You Can Delegate
Periodically, I track my activities by the minute for about a week (yes, it’s onerous but worth it).
I then compile and categorize the data, looking for tasks I can delegate. I identify the things that only I can do—these stay on my to do list.
Realistically, most tasks can be delegated, though some may require finding someone with specific competencies.
As time goes on and my responsibilities decrease, I regularly review my to-do list and ask—What can I delegate? What can I eliminate entirely? How can I do as little as possible of these tasks?
- Pick the Right Person
Match the task with someone who has the skills and desire to do it.
It’s amazing how some people love doing things I hate. Finding these matches is rewarding for everyone.
I recommend two excellent resources on delegation:
- Buy Back Your Time by Dan Purtell. This book focuses on outsourcing as much as possible in both work and life.
- Who Not How by Ben Hardy and Dan Sullivan. I’ve read this three times. It’s about building partnership outside of our strength zones.
- Set Clear Expectations
Be specific about what success looks like for each task.
Clarify deadlines and urgency levels—I’m quick to tell my assistant whether something is needed today or can wait a few weeks.
While I tend to give open-ended instructions rather than step-by-step directions (I prefer working with people who can figure things out), I provide ideas and ensure they understand available resources.
- Support Without Micromanaging
Micromanaging takes work, time, and energy—I hate doing it.
Teammates who work with me appreciate this autonomy. Conversely, those needing more support get very frustrated with me.
Find the right balance by scheduling check-ins rather than hovering, but make yourself available for questions.
- Follow Up and Give Feedback
After receiving their work, provide specific, constructive feedback.
Don’t just say “great job” if it wasn’t what you expected.
Be clear about what wasn’t aligned with your vision while acknowledging their effort.
Final Thoughts on Delegation
Start your delegation journey today, even if it seems small.
I have an exceptional executive assistant in the Philippines (thank you, Raine!), and with platforms like Upwork and Fiverr, you’d be surprised what remote support can accomplish for your practice.
Delegation is a muscle that develops with repetition. If you’re holding back due to frugality—something I deeply understand—recognize that while being careful with money is a virtue, it can become a handcuff.
My resistance to delegation wasn’t from pride in my work but from fear of financial loss.
The most successful law firms aren’t built by attorneys doing everything themselves. They’re built by leaders who strategically leverage their time through effective delegation.
If you’re ready to break through your current ceiling and create sustainable growth in your practice, the time to start delegating is now.
