Law firm practice group leadership is not for the faint hearted.
As firms compete increasingly at practice group level, leaders are being asked to run their groups like business units; to develop and implement a strategic plan that supports the goals and competitiveness of the firm; and to coordinate and lead their partners to enhance the efficiency, performance, and profitability of their groups. Many firm leaders complain that some of their group heads are not producing the results they want to see. But how many practice group leaders receive the tools and support they need to succeed in this critical role? How many are selected for demonstrable leadership skills? And how often are they held accountable for how well – or otherwise – they perform in the role?
With contributions from a wide range of experts, Effective Practice Group Leadership explores these key questions and more. The book examines the demanding role of the practice group leader (PGL) in law firms today, the challenges of the role – from gaining buy-in for group initiatives to approaches to measuring and managing performance of the leader and the group – and demonstrates the enormous contribution PGLs can make to the profitability and performance of their law firms, when armed with the tools and the authority.
The role of practice group leaders in their law firms
The practice group leader as a change agent
The plight of the practice group leader, Part 1: Implementing practice initiatives
The plight of the practice group leader, part 2: The costs and benefits of investing in practice group leaders
Developing a practice group pricing strategy
Focusing your practice team on industry clients
How to survive and succeed leading a multi-generational practice group
Leading collaboration across practice groups