Many law firm founders expect that growing a team will eventually give them more time, but the opposite often happens. As the firm grows, more decisions, people, client issues, and operational questions can begin flowing through you instead of around you.

The problem is usually not that you are bad at time management. It is that the firm may still be built around your availability, judgment, and personal involvement. Even with more people in place, the firm can remain dependent on you if your leadership role has not changed.

In coaching, I support law firm leaders by looking at why so much still comes back to them, what role they are still playing inside the firm, and how they can begin leading from a clearer CEO position rather than continuing as the default answer for everything.