Why Strong Practice Group Leaders Matter More Than Ever

Why Strong Practice Group Leaders Matter More Than Ever

Susan Raridon Lambreth of Law Vision provides a clear assessment of why practice group leaders (PGLs) hold one of the most strategically significant yet often under-supported roles in law firms. PGLs operate at the intersection of high-level strategy and daily execution, but many take on this role without clear expectations or leadership training.

The discussion begins with the need for clearer role definition. Research cited by Lambreth shows leaders operate more effectively when responsibilities are explicit. Because most PGLs commit only a fraction of their total hours to the role, they need well-described responsibilities to delegate appropriately to practice group professionals and business services teams. This clarity reduces duplication and friction across functions.

The article also stresses the importance of purposeful strategy. Many practice groups focus on administrative tasks rather than setting a shared direction. Effective PGLs translate a firm’s strategy into concrete priorities and keep the group aligned with broader organizational goals. Survey data from the Thomson Reuters Institute is referenced to highlight the gap between expectations and actual performance across firms.

Accountability and collaboration are presented as mutually reinforcing. High-performing groups set expectations, follow through on commitments, and share knowledge across specialties and offices. Research from Heidi Gardner and Harvard’s Center on the Legal Profession is cited to show that complex client matters often require cross-boundary teamwork.

Leadership of people is another core theme. The piece emphasizes the development of talent, supporting succession planning, and providing emerging leaders with hands-on opportunities. It also highlights the PGL’s role as a connector, linking people to work, expertise, and greater firm engagement. Additional responsibilities include managing budgets, pricing, and profitability with a business mindset, as well as communicating effectively across the firm.

Lambreth closes by emphasizing that strong practice group leaders continue investing in their own leadership development, noting that structured programs correlate with higher performance, engagement, and client satisfaction. For managing partners, firms gain strategic traction when they provide practice group leaders with clarity, authority, and the necessary tools to execute effectively.