Truly Difficult Assignments
Sometimes projects seem so daunting that it’s hard to know where to begin. Some of the most common obstacles to completing difficult assignments are:
- It’s a novel project calling for creative legal theories;
- It’s intimidating in size or scope; or
- It requires us to undertake tasks that we’re not comfortable handling, such as calling a string of witnesses, or setting up a public hearing.
Often, the key to starting an overwhelming project is to complete one aspect of it, no matter how minor. What happens when we make some headway on a project? My theory is that when we engage our brain to solve a problem, it continues working on that problem at a subconscious level even after we’ve switched to another task. Once we break through our resistance and complete a portion of a major project, we’re more likely to untangle dilemmas, craft insightful ideas, or produce phrases of an argument — our brain will work on the project even when we’re not conscious of it. Then, when we consciously return to the project, the assignment seems easier because we already have some additional ideas on how to tackle it. The key is to take some action on the project so that your brain will continue to “percolate” on the issues.
Another strategy is to give yourself a time frame — say, two to four hours — and make yourself work on a discrete portion of the project. Robins actually makes an appointment with herself by scheduling time on her calendar. This gives her the time to analyze the project and make a plan. “[M]aking an appointment for a manageable part of a monster assignment makes it less intimidating. I also find I am less likely to be pulled away from the work at hand because people will check my calendar and see that I have an appointment.” Robins thinks it’s important to be careful about maintaining balance when using this technique. “I suggest no more than a couple of appointments with yourself in a week, and my appointments never last more than half a day.”
Finally, learn how to prioritize. When Heather Davies Bernard, an assistant general counsel with the Texas Department of Agriculture in Austin, has several high priority projects, she maps out how long they will take, how much research will be needed and how much collaboration, if any, is necessary on each project. She makes a to-do list every evening before she leaves the office. “I find that this approach forces me to constantly evaluate my priorities, as well as the progress that I am making (or not making) on certain projects.” Rather than expend energy worrying about which project to tackle, this approach allows one to concentrate on actually doing the work.