Why We Strive for 'DeepWork', Not Multitasking

In an increasingly distracted world, it can be difficult to focus and think deeply about a specific topic. For attorneys at law firms who are working on complex matters but who are also required to be available at a moment’s notice, that’s a problem. Especially in a profession where writing and critical thinking are such a big part of what we do.  

I lived this culture for the first 20 years of my career; I didn’t know anything different. When my boss emailed or called me, I immediately stopped what I was doing and responded. But now, I’m working hard to change that mindset.  

About two years ago, I read a book that challenged my default way of thinking. In Cal Newport’s Deep Work: Rules for Focused Success in a Distracted World, he praises undistracted time, where you “push your cognitive capabilities to their limit.” He says, “these efforts create new value, improve your skill and are hard to replicate.” Research backs up this claim: short mental blocks from switching between tasks “can cost as much as 40 percent of productive time.” Though multitasking is often praised and expected, it’s exactly what slows us down and keeps us from working to our full potential.  

Since reading that book and stepping into a leadership position, I’ve realized that letting myself get distracted—and distracting my associates—is hurtful to our productivity. 

This is particularly true in the arena of product liability, where we often have to grasp complex mechanical, civil or electrical engineering principles well enough so that we can convey these ideas in a such a way that a jury understands them.  Or to creatively put together the “story” of the case or an effective exit strategy. 

It’s difficult to do that with emails, text messages and phone notifications popping up every couple minutes. We’re tempted by the ping! of an email or text to respond promptly. But the mentality of being available instantly during work hours can be detrimental to what we’re trying to do. Distractions and multitasking prevent us from doing the type of work that helps us succeed as lawyers.  

I encourage associates to avoid distractions when they are working on an intense brief or trying to determine if they have a good case or a bad case. But, admittedly, this is a work in progress for me. I still sometimes get frustrated when someone doesn’t reply to my email right away. But I remind myself the importance of respecting their “deep work” time. It’s important for all of us to respect the need for deep focus and concentration—occasionally for hours at a time.  

To shift this culture, I try to lead by example. Every morning I block out two hours of uninterrupted time where I turn off my phone and don’t check email. Recently, I’ve been focusing on marketing and social media, but I’ve also spent my deep work time analyzing a legal issue or editing a comprehensive client report or trying to think about how to get a client out of a case. During this time, I don’t respond to any emails or calls, including those from clients. I focus exclusively on the task at hand.

 The mentality of responding quickly, being available to meet at a moment’s notice or provide an update on a project quickly is celebrated at most law firms, but it shouldn’t be. Instead, we should celebrate deep work and the creative solutions we can come up with as a result of it. We need to encourage associates and paralegals to turn off their email and their phones. This will make us all better lawyers and serve our clients better.