The best practice group leaders are skilled collaborators and communicators. Here are four behaviors you can use to improve your effectiveness.
In a law firm, leadership is defined not just by title but by how effectively you collaborate across the organization. Law firm practice group leaders (PGLs) sit at the intersection of client service, talent development and firmwide strategy. The most effective PGLs understand the power of strong peer relationships.
What Sets Successful Practice Group Leaders Apart?
As we approach the new year, many firms will be selecting new practice group leaders to perform this critical role. Your success is primarily determined by the quality of your relationships with peers, including other PGLs, department heads and firm leadership. Here are four behaviors that PGLs can use to enhance collaboration, minimize friction, and increase their influence within the firm.
1. Praise Other Practice Group Leaders in Public, Address Issues in Private
Publicly celebrating the successes of another practice group fosters a culture of collaboration and trust. Whether it’s acknowledging outstanding work in a practice group meeting on a shared project or recognizing a colleague’s contributions during a joint meeting of all PGLs, your praise demonstrates maturity and promotes partnership.
On the other hand, publicly criticizing a peer or another department undermines credibility and can be seen as politically unwise.
2. Ask What Other Leaders Need, Then Deliver Without Overcommitting
A powerful leadership practice is asking:
“What do you — and your group — need from us to move this matter or develop new business?”
This creates alignment and positions you as a collaborative leader. Just be sure not to over-commit. Transparency preserves trust, and reliability builds long-term credibility.
Ultimately, a practice group leader’s effectiveness is measured by the quality of these peer relationships.
3. When Competing for Resources, Prioritize the Firm’s Strategic Goals
Effective leaders advocate for headcount, budget, or marketing support by framing their requests around the firm’s mission rather than departmental interests. The strongest PGLs elevate conversations to:
“What advances the firm the most?”
If another practice group has a stronger claim to resources, conceding gracefully shows maturity and sound judgment.
4. Before Challenging a Decision, ‘Seek First to Understand, Then to Be Understood.’
Disagreements are inevitable. Instead of responding with immediate critique, start with curiosity:
“Could you share the thought process that guided your approach?”
This question helps reveal underlying assumptions, key pressure points and the reasoning behind your decisions. Many leadership misalignments arise not from ill intentions but rather from divergent information or conflicting priorities. Understanding this can enable better collaboration and decision-making.
The Bottom Line: The Firm Is the Message
Practice group leaders influence the firm’s culture and direction. Those who publicly celebrate others, address problems privately, collaborate honestly, avoid territorial conflicts, and approach disagreements with curiosity are leaders who uplift the entire firm and those who practice there.
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