In today’s evolving legal market, your success as a lawyer isn’t determined by technical skill alone — it’s also shaped by the practice group you’re part of. The team you work with, its leadership, training and mentorship, and its approach to workflow can all have a profound impact on your career satisfaction and long-term prospects.
As we move towards 2026, and Bonus season, many Associates in Calgary and Vancouver are taking stock of their professional environments, and considering whether it might be time for a change.
Here’s how to evaluate your practice group thoughtfully and strategically.
1. Evaluate Leadership and Vision
A strong practice group begins with strong leadership. Ask yourself:
- Do the partners have a clear vision for the group’s growth and positioning within the firm?
- Is that vision communicated clearly to associates?
- Is work distributed fairly?
- Are you getting the mix of work you want?
- Are you getting enough responsibility on files?
In many national and international firms, leadership tends to be centralized — decisions about staffing, business development, and direction often flow from Toronto. In Western Canada, this can sometimes create a disconnect between local priorities and national mandates. Some national firms have worked hard to create strong local leadership for their Calgary and Vancouver teams, and to ensure the integration of their teams nationally. As a result, Associates at those firms feel both supported and challenged appropriately.
By contrast, regional firms with a strong Western presence, and independent boutiques can take a local approach. Practice Group Leadership tends to be visible, accessible, and focused on aligning firm strategy with regional industries and client needs. That visibility can make a significant difference in associate engagement and career development.
2. Assess Workflow, Hours, and Sustainability
One of the clearest indicators of a healthy practice group is how it manages workflow and hours.
Certain national firms are known for offering exceptional work, often combined with high billable hour targets and demanding client expectations. Associates in these environments often work long hours — typically 1800 to 2000+ billables annually — to meet target and trigger bonus. While this can accelerate technical development, it can also contribute to burnout if not balanced with proper support.
In contrast, other national firms have earned reputations for maintaining a balanced approach to workload, by watching capacity closely and starting the hiring process early when hours are on the increase. Associates in those firms often report more predictable hours, due to a well laddered team structure which allows mentorship from senior Associates and support from juniors. Firms offering these stronger support systems, combined with a culture that values longevity and well-being alongside client service, have the highest Associate retention rates.
When assessing your own practice group, ask:
- Are the hours sustainable for the long term?
- Is there genuine flexibility around workload?
- What is the culture around hours; does the group celebrate balance?
- How do the Partners work: do their hours model a culture you can respect?
The answer to these questions can reveal whether your current group is aligned with your lifestyle and professional goals — or whether you’re trading sustainability for prestige.
3. Examine Collaboration, Cohesiveness and Team Culture
Culture within a practice group often matters more than firm-wide branding. Even within national firms, team dynamics can vary dramatically from one group to another.
Ask yourself:
- Do colleagues truly collaborate on files as a team, or compete for credit?
- Are partners and senior associates open, approachable and engaged with mentorship?
- Is feedback regular, constructive and consistent?
In both Calgary and Vancouver, associates cite culture and team dynamics as top factors influencing lateral moves. A collegial, respectful, and mentorship-driven group will sustain your career growth far longer than one that measures success purely in hours.
4. Review Market Position, Platform and Client Base
A strong practice group should have a clear identity within the market. Consider:
- Who are the group’s key clients: are these the kinds of clients you like to work with?
- Does your firm have a good brand in a specific industry relevant to your practice?
- Does the team have a clear plan for growth and business development?
- Is there a steady flow of high-quality work coming into your group?
If your practice group seems reactive rather than strategic, or if workflow is patchy – that’s an early sign it may be time to explore alternatives.
5. Reflect on Your Growth and Long-Term Fit
Finally, ask the most personal question: Is this still the right environment for me?
A healthy practice group should provide both challenge and support. If you’ve plateaued, or if you no longer feel your contributions are valued, it may be time to consider a lateral move or a firm with a culture that aligns better with your professional and personal priorities.
Remember: the goal isn’t just to find more work — it’s to find the right kind of work in a supportive setting that helps you thrive.
The Bottom Line: Your Practice Group Shapes Your Future
Assessing your practice group isn’t just about evaluating where you are — it’s about defining where you want to go.
Once you identify precisely what changes you seek, speak with a legal recruiter to get informed – learn which firms offer exactly what you want, and then make your move with confidence.
For detailed information on the nuances between firms, and a walk through the market, Book a Consultation with one of our experts today.