“Why should I delegate this? I can get it done quicker and better myself—and actually, it’ll take a lot longer if I have to fix what my associate gives me.”
Sound familiar? I hear that all the time from my clients.
For many lawyers, delegation feels like a burden, not a solution. We’re perfectionists by training. Words matter. Precision is critical. And let’s face it—our clients are paying us a lot of money to get things right.
So we convince ourselves: It’s easier if I just do it myself.
But here’s the truth: delegation is the only path to leverage. If you want to grow your practice, increase your impact, and avoid burnout, you can’t carry everything yourself.
Picture a solo backpacker trudging up a steep hill—overloaded and out of breath—while her capable teammates walk behind her empty-handed. That’s what it looks like when we don’t delegate.
Not everything should be handed off. But here’s the decision tree I use with my clients:
🔹Is this truly something only I can do?
🔹Is there enough time to review and revise what your associate produces if it ends up needing editing—or is time truly of the essence?
🔹 Is this something the associate is capable of doing (or could learn to do with guidance)?
🔹 Is this a repeatable task—something worth investing in now to gain efficiency later?
If the answer to these questions is yes (other than the first question), it’s time to let go.
And when edits are needed, don’t just hit “track changes” and email it back. Who wants to see a sea of red after spending hours on their work product?
Take the time to talk to your associate. Help them understand your thought process. Show them where they’re getting it right. Let the conversation be an opportunity to build—not just critique.
Delegation isn’t about perfection. It’s about progress—for you and your team. Investing the time now will pay off in the future, both in terms of future leverage as well as associate loyalty.
How do you decide what to delegate?