Far too many attorneys have convinced themselves that they must tolerate their disjointed, interruption-laden approach to managing their time in the name of “good client service” (aka, “responsiveness”).
But like an optical illusion, what seems to be true about responsiveness often isn’t. Indeed, in our work coaching lawyers on time management, we repeatedly find that they can learn how to gain greater control over client interruptions without sacrificing in any way the quality of the relationships upon which they depend.

Let’s unpack the assumptions that fuel the responsiveness illusion. Here’s the thought: If I don’t respond immediately, the client will:
• Be …

