Interruptions from staff and other team members can break up the flow of your work day and seriously interfere with your ability to get your most important work done.
Experts have estimated that we can spend upwards of 40% of our day dealing with--and getting back on track after--unwanted interruptions.
Most law firm settings do require a certain amount of interruption to move at the speed of your clients and their matters--but that doesn't mean you can't set up some simple rules to reduce at least some of the burden that interruptions are causing you.
If you feel like your office is a revolving door, here are a few ways to address it:
1. Educate your staff on the purpose of establishing new communication routines.
Reducing interruptions starts with educating your team on why you're establishing new communication rules. Make it clear that the goal is to help the office run smoothly by bucketing certain questions and communications together and creating more uninterrupted time for everyone to concentrate on individual work.
2. Create rules and define an "emergency".
Identify rules your team can follow when it comes to communicating with one another. For example, if you want the hours between 10:00am-11:30am and 1:30pm-3:00pm to be uninterrupted work time, create a rule that no one interrupts you unless X, Y, or Z happens. Define what's not important enough for you to be interrupted , and also define circumstances where you do want them to communicate with you immediately--for example, client calls, potential new matters, or emergencies (and define what counts as an emergency).
3. Establish times for questions.
If you're going to have periods with no interruptions, then also establish well-defined periods for questions and work-related discussions. Some attorneys who supervise others hold open "office hours" at specific times throughout the day, others will ask that questions are held until the top of the hour. Experiment to see what works best for you and your team.
4. Define what kinds of issues are good for weekly meetings.
Some questions don't even warrant discussion on a daily basis, and are better suited for weekly meetings with the whole team present. So also make it a point to define the kinds of questions and issues that are better covered at your next staff meeting. For example, breakdowns in processes and firm systems, or matters that relate to the entire office, for example.
5. Work the system.
It will take some time to get the rules in place and train your staff, and you will need to be vigilant about following the system you've set up. But the benefits that are on the other side of working the system are well worth the effort.