Capitalizing on the Experience of Practice Group Professionals When New Department or Practice Leaders Are Appointed
Every leadership transition represents more than a change in responsibility. It marks the beginning of a new chapter for a practice group or department, bringing fresh perspective, renewed energy, and an opportunity to build on the firm’s collective experience. When firms appoint new Practice Group Leaders or Department Chairs, they are investing in individuals who have earned the confidence of their colleagues and demonstrated the judgment, credibility, and vision to lead.
It is common for new leaders to introduce ideas early in their tenure—a new approach to practice group business planning, group meetings, use of Gen AI, training and mentoring, or something else. These often reflect both the new leader’s experience and aspirations for the practice. These conversations create momentum, encourage innovation, and invite others to think differently about the future.
Occasionally, an experienced Practice Group Professional recognizes that a proposal resembles an initiative explored several years earlier. Rather than signaling that the idea should be set aside, that observation creates an opportunity to ask a more valuable question: What did the group learn from that experience, and how might those lessons strengthen today’s initiative? Sometimes the original concept was sound, but timing, competing priorities, leadership attention, or organizational readiness limited its impact.
Practice Group Professionals—the ‘mini-COOs’ of practice groups or departments—play an important role in this transition process by providing strategic context, preserving institutional knowledge, and helping new leaders build on what has come before.
At a recent meeting of the LawVision Practice Group Professionals’ Roundtable, Monika Crawford, Max Finazzo, Christine McCarry, and Sheri Palomaki shared their experiences supporting leadership transitions across their firms. Although their firms differed in size and structure, the recommendations were remarkably consistent. Several themes surfaced repeatedly throughout the discussion and offer practical guidance for both new leaders and the Practice Group Professionals who support them.
Start by Understanding the Leader
The panelists agreed that one of the biggest mistakes Practice Group Professionals can make is assuming every new leader wants to work the same way as the last one. Early conversations should focus on what success looks like during the first 90 days, communication preferences, decision-making style, and the leader’s immediate priorities.
Give New Leaders a Roadmap
Max Finazzo recommended providing every incoming leader with an annual leadership calendar covering budgeting, evaluations, recruiting, strategic planning, retreats, and governance. A roadmap helps leaders anticipate responsibilities rather than react to deadlines.
Recognize That Every Transition Creates a New Partnership
Several panelists cautioned against trying to recreate the relationship developed with the previous Practice Group Leader. Every leader has a different communication style, leadership philosophy, and appetite for detail. The most successful Practice Group Professionals adapt their approach to the individual leader rather than expecting the leader to adapt to established routines.
Build Trust Through Communication
Monika Crawford emphasized regular one-on-one meetings and intentional overcommunication early in the transition. As confidence develops, routine responsibilities naturally become delegated again.
Use Institutional Knowledge to Strengthen New Ideas
Rather than responding with ‘We tried that before,’ experienced Practice Group Professionals should explain what was learned, what has changed, and whether today’s circumstances make the idea more likely to succeed.
Become the Connective Tissue
Practice Group Professionals connect leaders with finance, HR, recruiting, business development, knowledge management, and firm leadership while providing the organizational context that allows initiatives to succeed.
Bring Solutions—Not Just Problems
Christine McCarry encouraged Practice Group Professionals to present options and recommendations—not simply identify problems. Trusted advisers reduce uncertainty by helping leaders make informed decisions.
Help Leaders Understand Their People
Beyond financial reports and dashboards, Practice Group Professionals help leaders understand professional aspirations, collaboration opportunities, and emerging concerns that influence the health of the practice.
Know When to Coordinate Rather Than Own
The panel also cautioned Practice Group Professionals against becoming the default solution for work that belongs to other administrative departments. Their greatest value comes from coordinating the right resources, strengthening relationships across the firm, and helping everyone work together effectively.
Taken together, these recommendations illustrate that successful leadership transitions are less about transferring responsibilities than about intentionally building a trusted partnership. The most effective Practice Group Professionals adapt their support to each new leader while preserving the institutional knowledge that enables practices to thrive.
Leadership transitions also provide an opportunity to build new relationships. Trust develops as leaders learn from experienced professionals and Practice Group Professionals gain insight into a leader’s priorities, communication style, and aspirations for the practice.
Ultimately, the most successful leadership transitions are defined not only by the quality of the individual leader but also by the quality of the partnership that surrounds that leader. Fresh perspective and institutional understanding are not competing forces. Together, they create the conditions for thoughtful innovation, stronger collaboration, and sustained success.
This article is based on a discussion during a recent LawVision Practice Group Professionals’ Roundtable Meeting. To learn more about the Roundtable or upcoming programs, please get in touch with Eva Booth at eva.booth@lawvision.com.
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