Advice from paralegals
Years ago, I led a group of law office staff in discussing communications problems in the office. Staff expressed concern about receiving inadequate instructions from the lawyers. The discussion of the problems that staff perceive and the solutions they proposed may be helpful to you. One group summed it up this way: "We found that lawyers and management don't always give full instructions on what they expect from their staff."
This is the desirable scenario for you to follow when delivering instructions:
- Set aside adequate time and don't allow interruptions during delivery.
- Provide some context or background to the case, and identify the guiding purpose or overriding strategy underlying the specific directions.
- Give a brief overview of the task at hand before detailing the exact instructions to be followed.
- Ask the staff member to sum-up what she understands to be the task and her specific directions.
- Ask her to identify any areas in which she has discretion when selecting a method for accomplishing the purpose.
- Clarify any discrepancies between what you meant to say and what was actually heard.
- Suggest that she make a list of questions that arise so she can come back to you once, so that she doesn't bounce back continually.
If you follow this pattern, most of the issues raised in our discussion have been addressed. Below, I've set out some detail of the discussions for your enlightenment. Take note that staff were as eager to offer solutions as criticisms.
More tips
Remember your manners
Here are some specific impressions of the problem:
"I find it very hard to get him to focus on one item and complete it. I work very well on my own and can progress to a certain stage in a project without his input, but when I need his assistance or knowledge that's another project within itself. I usually have to get him as he is coming or going out of his office and past my desk. When I do get his attention, he assists me to move me along, but then a phone call might come or another lawyer will walk by and he'll lose interest in what we are talking about... I do feel at times like a fisherman reeling in my lawyer so that I can get an answer, a signature, or some assistance."
"One of the main areas of difficulty I have within my office is the lack of proper direction from one of my employers. He seems to assume I know what he is thinking and therefore when assigning a project or work on a client file, his instructions are vague. Instead of starting at the beginning of the problem or instructions, he tends to let me in on what's happening half way through his train of thought."
Information sharing
Many expressed concern about the lack of information-sharing:
"Lost time, lost money, errors in facts and communications are some of the problems which result."
"For whatever reason, be it ego, lack of enthusiasm, neglect or procrastination, most people do not take the time to inform one another of pertinent information or facts to help the company run as a whole; nor do they realise that by doing so, it would greatly enhance their own efficiency, effectiveness and value to the company."
Delivery
Here is some exploration of the problem in delivery of instructions:
"Lawyers often give instructions in a round-about manner -- not taking into consideration that the instructions may not be clear to the listener."
The sage advice of one legal assistant:
"If you are giving the instructions, think what you want to convey to this person, what you would like the outcome to be, and what would be the best way to present this in order to get your desired realists. Then ask the other person to review or repeat back to you the instructions you have just given."
Valuing the contributions of staff
The next comment shows how important it is to build rapport with your staff so they are not too intimidated to ask questions:
"Most communications problems in the office can be dealt with by being specific, and asking questions. It helps to be able to speak with your employer without being intimidated or worried what he may think."
Staff members discussed possible underlying problems that contributed to poor communications.
"I have come to the conclusion that one very common problem is a lawyer not taking an assistant's or secretary's work seriously. Accordingly, a secretary or assistant may not feel confident enough to assert themselves when requiring that person's time or assistance."
"I have always felt uncomfortable with senior members of the firm. Perhaps it was due to their abrupt manners."
Those reports make this staff member's positive outlook very refreshing:
"I learned that although I may not be as experienced or as knowledgeable as others, I am capable of learning and understanding if I am not afraid to ask."
Remember:
Good communications build rapport, confidence, and self-esteem in your staff and contribute to a more effective and efficient law practice. All of these contribute to a better environment for the effective delivery of instructions.
A Bigger Problem
--------------------------------------------------
And, last, there is the problem of the lawyer out of control. No amount of communications advice can help here:
"The main communication difficulty in my office is one of the partners. He never listens to you; he brings his problems from home. He is so up and down you never know what to expect. When you have to ask a question when he is acting crazy there is no chance to get an answer because he doesn't listen and no amount of trying seems to help."
-------------------------------------------------
