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Finding the Time to Grow Your Clientele

By Paula J. Puddy, LLB MBA

Do your marketing efforts suffer because you are too busy? Do you have to cancel networking breakfasts, Chamber of Commerce events, charity dinners or continuing education programs because you have to finish working on a rush or an emergency?

Often, lawyers feel that they have to cancel or postpone marketing opportunities and networking events because they are too busy. However, we must find the time to both complete our work in a timely and effective manner—and develop relationships. Sustainable legal practices are built on long-term relationships, so it is important to initiate and invest in those relationships.

Here is a four-step time management strategy that will help you “get out from behind your desk”, be more efficient at work and, ultimately, find the time to grow your clientele.

1. Plan your day or week

Most of us already write a to-do list. However, we can improve this list by being more specific.What has to be accomplished during the day or week rather than what would we like to accomplish? Also, be realistic. If your list is too long, you may become frustrated when you only cross a few things off each day.

Your to-do list shouldn’t identify everything you have to accomplish during the month or year. This can be accomplished by a bf (bring forward) or tickler system. Finally, make sure that you leave room for emergencies and rushes! One London lawyer told me that he schedules emergencies on Friday afternoons as they always seem to arise right before the weekend.

2. Prioritize your tasks

The next step is to prioritize your tasks. We have a tendency to start with the smaller or easier tasks rather than tackling the larger, important tasks. Many lawyers have wasted countless hours on the easy tasks. It is surprising how those easy tasks take longer than we expect!

Use this matrix created by Stephen Covey to identify the priority of each task¹. Then, complete your tasks/assignments/files and so forth in order of priority:
 

Important/Urgent	Not Important/Urgent
Important/Not Urgent	Not Important/Not Urgent

We typically spend most of our day on the urgent matters regardless of importance. By using this matrix, you can ensure that you spend more time on the important/not urgent tasks. These are the tasks that build and nurture relationships such as marketing, networking, delivering presentations, writing articles and volunteering. Try and delegate all of the tasks in the bottom right quadrant—the not important/not urgent tasks.

3. Create blocks of uninterrupted time

The third step in this strategy is to create blocks of uninterrupted time, from 15 minutes to up to two hours, and put them into your calendar. (It is difficult to stay focussed on a task or prevent interruptions beyond two hours.) During that time, work on both the important/urgent and important/not urgent, larger projects and tasks.

For example, you can allocate two hours a week on a Friday afternoon or as little 15 minutes a day to marketing. Don’t answer e-mail or phone calls and close your door during that time. (Obviously, use your discretion in permitting interruptions! Some lawyers have a “hot list”—those people who can interrupt your work at any time!)

4. Lump similar tasks together

Finally, lump similar tasks together. It is usually the smaller tasks that are the biggest time-wasters and can easily fill up your day. Therefore, look at your e-mail or sort your mail only a few times per day, not as it arrives. Return your phone calls at one time. Give and seek instructions once or twice during the day rather than haphazardly throughout the day. Meet with you assistant or clerk in the morning for instructions and to discuss priorities for the day.

By implementing these four steps, you will become more efficient, effective and will have the time to grow your clientele!

For more techniques, read CBA PracticeLink's "Guide to Time Management for Lawyers".

¹ Stephen Covey, The 7 Habits of Highly Effective People, 1990.

Paula J. Puddy LLB MBA (ppuddy@vantagepd.com), president of Vantage Professional Development, has taught business skills such as time management and client development to hundreds of associate lawyers.

Neither the author nor the CBA should be construed as endorsing any product or website listed in this article. The views expressed in this article are those of the author and do not necessarily reflect the views of the CBA. In this document, any reference to "jurist" or "lawyer" includes, where appropriate, "Québec notary".