Too much to do, too little time? Why your “don’t do” list is more important than your “to do” list

Another day, another five million things on the ‘to do’ list. Most days, nothing gets crossed off the list because so many other things come up: phone calls, unforeseen customer issues, a last-minute emergency that “must” be taken care of today. And at the end of the day has anything of value been achieved?

You think you’re organized because you have a “to do” list: you’ve thought about what you want to do and you’ve got it all planned out. But somehow it never works. The problem may not be your ‘to do’ list – it may be that you need a ‘don’t do’ list.

What is a “don’t do” list?
A “don’t do” list is a list of the things you shouldn’t be doing, the things that could be delegated to someone else or outsourced. The “don’t” list also includes all the things you let go of completely, things that can be eliminated entirely (or eliminated for a specific period of time).

As a lawyer, you are often concerned about how much you have to do, and you are always on the go, rushing from one thing to the next, to the next. And while he’s busy doing the first thing on our list, ten other things come up, or he’s thinking about what we should do as soon as he’s done with what he’s working on. It’s frustrating, exhausting, and ultimately completely unproductive.

Don’t fall victim to ‘paralysis by analysis’
Law school education trains lawyers to spot problems, but this problem spotting behavior is not necessarily the most efficient way to conduct a legal practice. In fact, it often leads to “analysis paralysis”: every issue must at least be considered, if not addressed, and this hinders lawyers by creating too many distractions. In effect, the “don’t do” list narrows down your options so you don’t feel overwhelmed by so many choices every time something new comes along.

Having a “don’t do” list allows you to identify early on the kinds of things you don’t want to do, or simply shouldn’t do because they distract you from more important tasks. If it’s already on the ‘don’t do’ list, it’s easy to recognize it right away and move on to more productive activities.

How do you decide what goes on the ‘don’t’ list?
Anything that distracts you from the main goals you want to accomplish belongs on the list. The ‘don’t’ list can come into play in a variety of areas in your practice: in your choice of daily activities, your selection of clients or issues, or even which issues you should respond to first.

He had a client who was the managing partner of a four-law firm and he felt it was his obligation to open the mail every day so he could stay on top of what was going on at the firm. But the time it took her to open and sort the mail was time that separated her from her other more valuable duties. When my client finally used his ‘don’t’ list and gave his receptionist the job of opening and sorting mail, he gained back a lot of billable time. Now you can quickly review open, sorted, and date-stamped mail and still stay up to date.

Your “don’t do” list may also include certain types of customers. A friend recently fired a client who was difficult from the moment my friend met him, finally drawing the line when he began treating her abusively. He has added abusive clients to his “don’t do” list. Now when he sees one coming, he just says no. He will not add to her stress level by dealing with clients who do not respect her and do not value her work. The money that customer could bring in is not worth it. She saved herself endless hours of worry and unproductive activity, because dealing with that abusive client distracted her, even when she was working with other clients.

Think about your strengths and weaknesses when making your “don’t do” list.
If you are a great speaker but a poor writer, perhaps writing articles, motions, summaries, etc. It should go on your ‘don’t do’ list. You can use a ghostwriter, hire a hired attorney to write for you, or give the assignment to someone else in the firm with excellent writing skills. Then you can focus your energies on trying cases, giving seminars or presentations, or other activities where you can show off your speaking skills.

Some marketing activities may belong on your ‘don’t do’ list. A solo I know belongs to so many networking groups that he is at a networking event every day, sometimes 2 or 3 times a day. That means she’s in his office until late at night and every weekend she’s busy with her regular job. As a long-term strategy, this may not be in the best interest of him or his family. Marketing and creating practices are very high value activities for one person to do. But they’re only valuable if they’re strategic, putting you in front of prospects or leads, or if the groups or events are the ones you’re passionate about.

Saying ‘no’ is an essential part of your ‘don’t do’ list.
Not being able to say ‘no’ to a request when you are already overloaded is a mistake. If you are unable to devote the necessary time and energy to a project or group, your involvement may work against you by creating a negative impression. Evaluate which groups or activities will be most beneficial to you (or to the people or causes you are supporting). Limit your participation in the most valuable events or organizations. You can get more value for less time, energy and stress. If things already on the ‘to do’ list are more important or more valuable, these ‘invitations’ belong on the ‘don’t’ list.

Although you should be responsive and accessible to your customers, a good ‘don’t’ list can include particular days or times when you are ‘off limits’. Allowing constant interruptions from family or leisure time not only robs you of much-needed recharge and rest, it’s a disservice to clients who only receive part of your attention. The same goes for interruptions of important business or client-related activities. It is rare that clients have a real emergency that cannot wait an hour or two for you to finish preparing your in limine motion or complete a meal with your family.

Practice areas can also be items to add to your ‘don’t do’ list. If your practice focuses on family law and a client brings you a medical malpractice case, or you are a transactional attorney who has never seen the inside of a courtroom and you are asked to try a case, decline the case. may be the right decision. If you are not well versed in a particular area of ​​the law, don’t have the time or resources to learn, or don’t have someone to help you, you may be asking for more trouble than taking the case. it pays off Having a ready network of attorneys to whom you can refer cases in other practice areas so you know these clients are well served can ensure that you are meeting your clients’ needs while staying true to your own goals.

Identifying the ‘don’ts’ can be an effective tool for managing your time and reducing your stress. Knowing in advance what things you won’t do allows you to move quickly, without wasting additional time analyzing everything that catches your eye.

The “don’t do” list also reminds you to ask for help in areas that are not your strengths, so you can focus our efforts on what you do best and what brings the most value to your customers and their lives. It allows you to let go of the idea that you can do everything and be everything to everyone. It’s a shorthand way of removing all the clutter of what needs to be done so you can get back to providing great service to your customers.

(c) 2006-2007 Allison C. Shields and Legal Ease Consulting, Inc. This article may be reprinted, but must include the copyright and resource chart below.