Challenges For Lawyers: Time Management in M&A Project Teams

Challenges For Lawyers: Time Management in M&A Project Teams

This series of reflections are based on a work developed as complementary handouts for workshops on M&A topics realised originally for the AIJA Winter Session of 2020.

As a business psychological consulting team, we would like to contribute to this session offering you some insights based on our specific studies in social and business psychology as well as on the experience gained with clients in similar roles to yours.


Starting from the briefing offered us by your colleague, we understood that one of your goals might be to manage time more effectively in project teams.

How to assess, leverage and address delivery time issues with peers who are not in charge or strongly engaged?

Even beyond the consulting team, how to mange time with less flexible corporate organizations?


Keep in mind that goals and deadlines are not objective

What’s urgent to you may not be as well urgent to others. Instead of insisting on your reasons, make it their priority: where is the opportunity, and consequent urgency, for them? Make sure to not state it yourself, but to help them recognize it on their own. If people is are told to consider something important, it is much less effective than if they recognize it to be important by them selves.


Don’t be misled by cultural Biases

Not all German are timely, not all Italians are late. Instead, try to instill a positive prejudice; try something along theise lines:  “I have chosen you because, I heard you, are the best combination of speed and accuracy”. People tend to confirm positive self-images and growve into themit over time; just make sure to be authentic, tdo focus on real strengths, do not to lie.


Verify if time is the real issue.

Often, time is a synonym for responsibility; clarify that you will take the latter if your colleague or organizational counterpart is willing to support you ownson the first.


Last but not least, always define a precise time for check-in. End your calls and mail defining on what time of which day you will check the standing. If you are due to deliver, your interlocutor will be able to report that appointment and lower pressure on her/him.Often your interlocutors will have someone asking them about your feedback; giving them a precise timing will lover pressure from their stakeholders.  IIf you are expecting a response, you will be allowed to call as agreed.


Of course being punctual and always respecting always deadlines means to lead by example.


We are well aware that these inputs are just the tip of the iceberg. They are meant as a teaser and starter for your own reflections.