You “know” you need to delegate, so the trainee can learn and you can do other things in parallel. But, you also know that when you do delegate, it is quicker rewrite their first draft and just get it out the door. Avoiding proper delegation guarantees you won’t get as much of your own done, or you’ll be spending evenings and weekends catching up so you can meet every deadline and client request. And, the trainee hasn’t had an opportunity to learn and starts to rely on you

If I had to pin down the single most common trait of patent and trade mark attorneys, then I think it would have to be perfectionism. The IP professions need and select for the people who strive for excellence, and it attracts and holds onto those that are hard-wired for perfection (at least in their work). Striving for perfection in our patent and trade mark work is obviously a good thing. Continuously aiming for producing the absolute best work products and outcomes for c

As an IP attorney, our work demands a high degree of technical expertise, strategic foresight, and high levels of attention to detail. But what happens when the demands of your role; as a leader, a manager, and a professional, exceed the capacity of a single day, or even a single person? The answer lies in mastering the art and the science of delegation. Yet, for many patent and trade mark attorneys the idea or practice of delegation is alien and difficult. The Problem (or, W

If I asked you what leadership was all about, I would be willing to bet that most of you would say it is about how we influence other (typically, less experienced) people at any of an individual, team or organisational level. But a key part of being a capable leader of other people, is about learning, developing and continually practicing self-leadership. It’s possible to lead others by skipping this bottom rung, but not doing so can provide significant rewards both personal

In parts 1 and 2 (found here and here), we looked at what imposterism is, why it occurs at such high frequencies for senior IP attorneys, and some of the wider and all too real impacts it has on IP firm profitability, culture and succession planning. In this third and final part we are going to look at some practical approaches that both the individual experiencing imposterism and IP firms at an organisational level can take to address the impact of this psychological overhea