I mean structure–a real standard for working–and “practicing structure” every day. It’s the discipline of: (1) having a plan or strategy for any one project (client or non-client), (2) meeting internal project deadlines (not just “jurisdictional” ones) no matter what, and (3) insisting that everyone in your shop “buy into” the discipline of keeping to that overall plan or strategy and timetable.

“Structure” is not just the hard process of getting things done. It’s a frame of mind and a value which must be sold to others in your shop–like the importance of making that 5 minute call to a client about a loose end at the end of the worst day you can remember, even while you could do it the next morning at 8:00. It’s realizing that letting anything but emergency tasks “slide” makes you inefficient, unlikely to meet your real goals, and tired.

Some men dream of glory.  Others dream of structure.  Want to bet who wins the prize?

The problem for CDLs is that we tend to be solos, small firm at best, and have no one watching over us at every moment to make us feel guilty for letting something slide to tomorrow.  Of course, something new arises tomorrow, and things just get pushed down the road until it’s too late.  I’ve seen so many instances of criminal defense lawyers trying desperately to get critical work done at the last minute because they neglected it when it first came in the door.  And more than a few end up explaining this to the grievance committee when they miss the deadline.

My approach is that of the obsessive-compulsive.  I feel the desire, even need, to do work as soon as it’s on my plate.  If a motion schedule is set in court, with motions due in a month, you can bet that I’m working on that motion today.  Not tomorrow. Not next week. Certainly not in a month. Today.  Do it now, get it done. 

Others do not appreciate my approach.  Because it’s essentially anal, I expect others to have their work done ASAP, regardless of whether it’s urgent or not.  It’s just how things should be done.  Those who adhere to a different philosophy find people like me irritating.

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.”

It makes me feel better to know I’m not the only lawyer who works this way.  And it explains why ice dancing costumes by Hull always had that “finished” look.