Practice Group Leadership: Why Peer Relationships Define Firmwide Success

Practice Group Leadership: Why Peer Relationships Define Firmwide Success

In an article for Attorney at Work, Tea Hoffmann frames effective practice group leadership as a relational role rather than a positional one. Hoffmann argues that practice group leaders (PGLs) operate at the crossroads of client service, talent development, and firm strategy, and that their influence depends largely on how well they work with peers across the firm. The article offers an overview of behaviors that distinguish high-performing PGLs, particularly as firms prepare to appoint or reappoint leaders for the coming year.

Hoffmann emphasizes that public praise and private accountability are central to healthy leadership dynamics. Recognizing another group’s success in shared forums builds trust and signals collaboration, while public criticism erodes credibility and creates political risk. Equally important is the habit of asking other leaders what they need to advance matters or develop their businesses, then following through realistically. Hoffmann stresses that overcommitting damages trust, whereas transparency and reliability strengthen long-term working relationships.

Resource competition is another pressure point that tests leadership maturity. According to Hoffmann, effective PGLs frame requests for headcount, budget, or marketing support around what best advances the firm’s strategic goals, not just their own group’s interests. When another practice group has a stronger claim, conceding appropriately reinforces firm-first thinking. 

Finally, Hoffmann advises leaders to approach disagreements with curiosity rather than confrontation, seeking to understand the reasoning behind decisions before challenging them. Many conflicts, the article notes, stem from differing information or priorities rather than bad intent.

The takeaway for managing partners is clear: practice group leadership shapes firm culture as much as firm policy. Leaders who elevate peers, communicate honestly, and prioritize the firm over turf strengthen alignment, reduce friction, and reinforce the message that the firm, not the individual practice, is the ultimate client.