Most lawyers can recall a time when as a trainee lawyer, an Associate or Partner walked up and asked “do you have capacity?” This wasn’t a phrase heard too often at University, but you quickly get used to understanding how to answer and use the term in the workplace. Put on the spot, the answer is invariably “yes of course, what do you need?” That might not have been the case exactly, but felt like the right answer at the time, with hourly targets and the need to be available.
The result of taking on too much work on a personal level at best might mean de-prioritising other work, or handing off to a sympathetic colleague, or at worse a weekend spent under mountains of matters, with cancelled social plans, rising stress and pressure on mental health.
For a legal team, the implications of not understanding the workload of colleagues can have other repercussions. Team morale may suffer, efficiency won’t be optimised and the risk of poor client experience increases. A team member might end up becoming a bottleneck while others would like more or different work and are feeling unsatisfied while quietly saying “I have capacity!!” But with everyone saying they have capacity – it becomes hard to allocate work effectively.