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Role and Responsibilities of Practice Group Leaders

By Joel A. Rose

Managing partners and members of executive committees in the more successful law firms that are organized into substantive departments and/or practice groups strongly support the concept of having Practice Group Leaders (PGLs) assume a major role in their firms' efforts to: 1) insure 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 may be successfully implemented varies greatly from firm-to-firm. This is because of lawyers' personalities and abilities, partners' attitudes toward “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.

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