Are Your Practice Groups—and Their Leaders—Truly Empowered?

Several colleagues were recently interviewing for a role as the head of Practice Group Management at a law firm. Some came from firms that I would describe as having empowered their practice group leaders—firms that were, in effect, business unit–driven organizations. For these candidates, the position only made sense if the new firm was similarly structured. So we discussed the key questions to ask: Is this firm truly business unit–driven? Are its practice group leaders empowered? Empowered practice leaders create a more resilient firm, enabling stronger performance at every level.  Most successful firms recognize the critical role practice groups and other business unit leaders play in driving business excellence.

While there is no one-size-fits-all model, most law firms fall into one of three primary organizational types: business unit–driven, institutional, or talent/star-focused. And some are hybrids or evolving from one model to another. But in firms that are truly business unit–driven, practice group leaders (PGLs) are not simply coordinators or symbolic heads—they are empowered leaders with real authority and accountability.

So, what are the hallmarks of an empowered practice group leader in a business unit–driven firm?

1. Broad Authority Over the Business of the Group

Empowered PGLs are given substantial responsibility for running their group as a business unit. This typically includes strategic planning, financial oversight, talent development, lateral recruitment and integration, and business development. When a leader’s role is limited—for example, to only mentoring or business development – the firm hasn’t fully entrusted the PGL with the levers that drive group performance. In some firms, key functions like pricing, staffing, or intake still sit with firmwide or departmental leadership, which can dilute the PGL’s ability to lead effectively and improve group performance.

2. Meaningful Input into Compensation Decisions

While PGLs don’t unilaterally set compensation in any firms that we know of, their perspective on the performance and contributions of their group members is solicited and valued. This reflects an understanding that the PGL is often the best-positioned person to assess how partners are contributing—not only in terms of originations, collections or billables, but also through thought leadership, associate training and mentoring, collaboration, cross-selling and more. Firms that do this well often train their PGLs to give balanced, evidence-based feedback to compensation committees and reinforce a culture of transparency and fairness.

3. Accountability and Structured Reporting Relationships

Empowered PGLs report to firm leadership or department heads and are held accountable for results. The most effective firms engage in regular performance conversations—starting with annual goal-setting meetings between the PGL and their supervisor (often a managing partner or department head). Some goals will appear in the group’s annual business plan; others may be more confidential, addressing sensitive issues like succession planning or partner performance.

Throughout the year, leadership checks in—quarterly or biannually—to assess progress, troubleshoot obstacles, and offer support. This regular cadence helps keep practice groups aligned with firm strategy and ensures issues are surfaced early rather than left to fester.

4. Support and Infrastructure to Succeed

Empowered leadership requires support. Top-performing firms equip their PGLs with access to dedicated business professionals to help manage the group, data dashboards, budgeting tools, and training in areas like building effective teams, leading peers, emotional intelligence, and strategic planning. Without this support, even the most talented leader may struggle to drive results.  The vast majority of large firms have “practice group professionals” who are like the “chief of staff”/ department “operating officer” for the department head and PGLs.  They assist with analyzing financial data, preparing reports, ensuring talent engagement, running meetings, driving business planning, implementing operational efficiencies and more.

5. Clear Metrics of Success

Empowered leaders need clarity around what success looks like. Firms should define success in multidimensional ways—financial performance, client satisfaction, talent development and engagement, collaboration across practices, innovation, and diversity goals. Without clear KPIs (key performance indicators), it’s difficult for PGLs to lead with intention and confidence.

6. Collaboration Across the Firm

A hallmark of empowered practice groups is that they don’t operate in silos. Practice groups and their leaders actively collaborate with business development, legal project management, innovation, professional development and recruiting professionals to achieve shared goals. They also work closely with other PGLs across the firm. These cross-functional partnerships allow PGLs to execute more sophisticated strategies and better serve client needs.

Final Thought: Empowerment Is a Choice

Firms that want stronger performance, better client service, and more engaged lawyers must ask: Have we truly empowered our practice group leaders to lead? That means granting not just responsibility, but the authority, accountability, and support needed to succeed. If your PGLs are expected to drive outcomes without the tools, data, or voice to do so, you don’t have empowered leadership—you have delegation without direction. To learn more about best practices for the Practice Group Leader role, consider ordering my latest book, The Practice Group Leader’s Handbook for Success, Second Edition. You can see the table of contents there or order a copy.

I welcome thoughts or questions about any of the content above.  Feel free to reach out to me at slambreth@lawvision.com.