Podcast Ep. 13: Strategic Planning for Women Lawyers: Thriving in Quiet Times

One of the things I found most difficult when I was a lawyer was not just the volume of work, but the unpredictability of it.

There were days when everything was completely quiet. I would sit at my desk wondering what to put on my timesheet. And then, at five in the afternoon, something urgent would land on my desk that had to be finished by the next morning. Or I would have an entire week with very little to do, only to end up working all weekend.

I found that rhythm incredibly stressful.

There was the anxiety during the quiet periods, and then the pressure of having to switch instantly into high gear just as I was starting to wind down. It felt like going from first gear to fifth in a matter of seconds.

Some people thrive in that kind of environment. They enjoy the unpredictability. I am not one of those people. I need structure. I need a sense of direction.

So in this episode, I want to share a way of working that helps you stay focused and make progress, even when your workload is irregular and you have very little visibility on what is coming next.

The key idea is this: use the quiet periods intentionally.

In most law firms, we set annual goals during review season. And then, very quickly, those goals are forgotten. The problem is that a year is simply too long. It is too abstract. It is too easy to postpone action.

What works far better is to break those goals down into shorter time frames.

One framework I find particularly useful is the concept of objectives and key results, often referred to as OKRs. The idea is simple but powerful. You define a small number of objectives for a given period, typically a quarter. These objectives describe what you want to achieve. Then, for each objective, you define two or three key results. These are concrete, measurable actions that will move you towards that objective.

The important point is that key results are specific and measurable. You either do them or you do not.

Now, you might be thinking that this sounds great in theory, but completely unrealistic in practice when you are busy with client work.

This is exactly where your quiet periods become so valuable.

If you have already defined your objectives and your key results for the quarter, then when work slows down, you do not waste time wondering what to do. You already know. You can immediately shift your focus to activities that move your career forward.

Because the reality is that, as a lawyer, you are not only delivering client work. You are also building a business.

Let me give you an example.

Imagine it is January. You have come back from the holidays, and suddenly there is very little work. Your instinct might be to worry about your empty timesheet. But if you have set clear objectives for the quarter, you can use that time productively.

Perhaps one of your objectives is to start building your client base. Your key results might include having two business development meetings each week, presenting your practice to colleagues in other teams, or organising an event for potential clients.

Another objective might be to demonstrate that you are ready to lead. Your key results could include taking responsibility for supervising junior lawyers or setting up regular coaching conversations with them.

A third objective might be to build relationships with decision makers in your firm. That could involve arranging one to one meetings, identifying a sponsor, or speaking at internal events.

When you have this level of clarity, the quiet periods stop being a source of stress. They become an opportunity.

Instead of feeling stuck or anxious, you are able to make meaningful progress on the things that matter for your long term career.

So if you take one thing away from this, let it be this.

Do not wait for your workload to become predictable before you start planning. It probably never will.

Instead, decide in advance what matters most to you over the next few months. Define one objective if that feels manageable, and identify two or three concrete actions that will help you achieve it. Then, when time opens up, you can use it with purpose.

Because the goal is not just to react to the work that comes in. It is to move your career forward, even in the gaps between the busy periods.

And that is how you start to create a sense of control in a profession that often feels anything but predictable.