What Every Practice Group Plan Should Really Cover This Year

By: Rebecca Hnatowski, President, Edwards Advisory

As firms gear up for 2026, now is the perfect time for practice groups to revisit (or finally build!) a plan that aligns market realities, client needs, and attorney goals.

Most groups put together a plan every year - some mix of a client roster, a cross-selling wish list, and a handful of marketing or BD tactics presented as goals. It’s fine… but it’s rarely strategic.

This year, consider taking a different approach. A strong practice group plan should be an opportunity to pause, look at the current state of the practice, and make intentional choices about not only what can be achieved in 2026, but what groundwork needs to be laid for long-term success.

Here are a few conversations and planning elements that will elevate your plan beyond the usual:

1. Client Mix & Priority Relationships

Yes, list your top clients. But dig deeper into what those relationships mean. Ask:

• Which clients are truly driving profitability? A simple profitability snapshot can be eye-opening.
• Which relationships are at risk? Look at collections, shrinking scopes, or signs of disengagement.
• Where do we need succession planning? Identify client relationships tied too closely to one partner or partner-level capacity.

This helps the group prioritize time and resources where they will actually matter.

2. Market Position & Opportunities

Think of this as a modern SWOT analysis: concise, relevant, and designed to guide action, not sit in a binder. Include the usual (competitor landscape, market shifts, and emerging legal issues) but also consider:

• Growth Opportunities: What unmet client needs, industry gaps, or service packaging opportunities exist?
• AI Leverage: How is the team using AI today – and where is there real potential to improve efficiency, quality, or client value?
• Client Feedback: What did you hear formally (surveys, debriefs) and informally (offhand comments, meeting insights) this year?

This is the section that reveals where the practice needs to focus for the next 12 months.

3. Internal Team Development

This goes beyond headcount. Discuss:

• Whether the practice has the right mix of expertise and experience
• Lateral hiring needs and potential retirements/departures that could affect clients
• The support structure for associates-especially around BD confidence and execution
• Internal workflows or resourcing gaps that slow client delivery

This is where you think realistically about what the group needs to grow.

4. Stop Doing

This is my new favorite part of any planning conversation. Most practice groups carry forward activities out of habit: sponsorships that don't generate meaningful connections, initiatives that never gain traction, or “we've done it this way” traditions that no longer serve a purpose.

Give your team and leadership time and space to honestly reflect on what's not working (but also come with data – we know you’ve already made your list of why we don't need to spend $20,000 on that pay-to-play XYZ).

Sometimes what you stop doing has just as much impact as what you add.

5. Metrics & Accountability

Success requires clarity. In addition to overarching goals, identify a few KPIs that will meaningfully drive progress. Choose a handful that will actually move the needle, and use them to track real progress.

Just as important: celebrate the wins along the way. Recognition builds momentum, keeps the team motivated, and encourages continued follow-through on longer-term goals. These metrics could include:

• New matters or expanded work from existing clients
• Number of cross-practice introductions made
• Marketing or BD activities completed consistently
• Client touchpoints logged

Then commit to how you'll review progress-monthly, quarterly, or tied to partner meetings.

A good practice group plan doesn't need to be long to be effective. It just needs to be intentional, collaborative, and revisited throughout the year – with clear priorities and alignment across the team. The more meaningful the conversations at the outset, the stronger (and more actionable) the plan will be.