When we last discussed the subject of delegation, I shared tips for supervising lawyers and associates. That advice was fine as far as it went, but it left a gaping hole: how can we best utilize support staff? Being S-M-A-R-T is the best answer I’ve found to date.
S-M-A-R-T is shorthand for delegating tasks that are:
The idea comes from Associate’s Mind, and the simplicity is genius.
The original post gives this additional advice:
Define the task. The more specific the better. Don’t attempt to delegate some open-ended assignment and then get upset with what you get back.
Assess ability. Who on your staff is capable of completing the task? Certain tasks are likely better suited to paralegals, while others are better suited to assistants. You need to take the time to learn who can do what. Once you’ve done that, you can select the right individual for the job.
Explain the reasons behind the task and why they were chosen. This only applies if it’s a new, or novel task.
State required results. Again, think specificity NOT “Tell me about the local rules in Court X.” Instead: “Please draft a memo on the local rules in Court X regarding discovery deadlines and how they apply to case Y.”
Agreed upon deadline. Don’t just assign a task and not give a deadline. Otherwise, the person you’re delegating the task to has no clue how urgent it is.
Support and communicate through the process if they need further information or assistance. Sometimes there are speed bumps in the process. This is to be expected, especially if it’s a novel task. You need to be available to give assistance if they stumble.
Provide feedback on results. If the work product that is returned to you is sub-par, they need to know. On the flipside, if the work product is exactly what you needed and delivered on time, they deserve positive feedback as well.
My two cents?
If a task is complex or time-consuming, make regular progress reports part of the delegated assignment. This will keep you informed and ease your mind about the status of the work. Encourage staff to ask questions and use this opportunity to ferret out problems.
When giving feedback, be constructive. Simply telling staff that work product is “sub-par,” doesn’t help you or them. In fact, statistics show that people who receive feedback only apply it about 30% of the time. If you want to improve those odds, follow these tips:
- Assess what went wrong and consider your role – maybe you used the S-M-A-R-T method and maybe you didn’t….
- Focus on the task, not the person. This is a training opportunity!
- Is your quarrel with the method or the result? If the result is desirable, but you would have done it differently, try not to be a nitpicker unless you have a good reason to be.
- Be specific about what needs to be done differently and provide context.
- Deliver the feedback as soon as possible.
All Rights Reserved (2017) Beverly Michaelis