What About Paris?™

Do you get up early every day with a idea of what needs to be done on each project, and knowing the difference between "important" and "urgent"? Example: Monday is your deadline to have the final changes and notes to your web designer on your new firm website, an important but not urgent project you've talked about at internal meetings for months. So far, for once, you have been on track. But on Monday a longstanding client calls with two new projects; the new projects are exciting but not THAT urgent in the sense they need to cut into internal deadlines and other goals for Monday. You need to take some first steps, though, to get on top of the new matters for your client. After all, these folks are the main event.

Key ongoing internal project v. new client project. Which gets the most attention that day? Which slides? Answer: they both get attention, and neither slides. The website (long-term important) and the new client project (short-term important) are both critical projects. Years ago the Stephen Coveys and Edwards Demings out there pointed out that business people burn themselves out by waiting around only for "the urgent" in a kind of manic crisis management that keeps other important things from ever getting done or ONLY getting them done when they morph into a crisis. For lawyers, other examples would be only respecting deadlines like transaction closing dates and court-filing deadlines--to hell with everything else.

For a long time I've thought that American business schools and the training programs of global and often publicly-traded companies do a much, much better job than do law firms of training recruits to value and adhere to the structure of a plan on an item for action. It's almost as if law school and firms deem us all such "professionals" and "artists" that we are beyond learning skills of project planning and execution. What a crock. Not learning the value of pushing non-urgent but important things along at a steady pace has cost us dearly. As motivated as lawyers often are, our discipline for sticking to anything and seeing it through is often poor; again, unless it's urgent, we just don't see its value. Do our best clients run their businesses that way?

This attitude is the norm, and we lawyers--who rarely innovate or take a leadership position on anything in commerce--are just fine, thank you, with it. After all, "all the other law firms" are mediocre on the discipline of getting things done, and have "crisis-only" mentalities--why shouldn't we be that way? So we waste time blowing off important but longer term projects. Worst of all, we send to others in our firms, and especially to younger lawyers, the message: "No worries--just work on a barely adequate level; don't do things until you have to; and if it's not urgent, let it slide." As with client care and service, our standard is not only embarrassingly low, we are exporting that low standard internally whenever and wherever we can.