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What Do Practice Group Leaders Really Do?
Managing partners and members of executive committees in the most successful law firms strongly support the concept of having Practice Group Leaders (PGLs) assume a major role in their firms' efforts. These individuals: 1) ensure partner coordination, control and accountability over fields of law, areas of practice and client matters to provide high-quality legal services to clients in a timely manner at fees that are fair to the clients and their firms; 2) increase the productivity levels of all timekeepers within their Practice groups; 3) increase the economic contribution of their practice groups to the firm to enhance revenue and profitability; and 4) assume primary responsibility for communications to and from members of their practices about firm economics, priorities and business issues, as well as practice growth and client development initiatives.
Even though managing partners in these firms recognize the importance of developing and implementing sound principles of practice management, the extent to which the concept is successfully implemented varies greatly from firm to firm. This is because of lawyers' personalities and abilities, partners' attitudes about “being managed,” and the extent to which they are willing to relinquish a degree of their personal and professional autonomy for the good of the firm and the practice group.
Ideally, the objective of defining the role and responsibilities of the PGLs should be to establish just enough structure and accountability within their respective Practice group to maximize the economic potential of the firm, while institutionalizing the principles of leadership and teamwork. Under plans and policies established by the managing partner, each PGL will be charged with planning, organizing, and overseeing the proper and profitable performance of work and the delivery of legal services in the practice group within his or her jurisdiction.
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