Holiday Do’s and Don’ts for Law Firms :: How to Navigate the Season with Clarity, Care, and Connection

By Elisabeth Folk The holiday season can be a wonderful time of year. It should be celebratory, community-building, and a chance to reflect on what’s working inside your firm. It can also be chaotic. Between holiday parties, overlapping PTO requests, year-end client demands, and decisions about office closures, law firm leaders often find themselves juggling competing expectations at a time when everyone is craving a bit of rest.

At SGI, we see this every year with the lawyers and leaders we support. The good news? With a bit of foresight and a commitment to clear communication, the holiday season can become an opportunity to reinforce your culture, not strain it.

Here are some “do’s and don’ts” to help your firm move through the season thoughtfully and intentionally.

1. Holiday Parties :: Build Community Without Creating Confusion

Do ::

Create clear expectations ahead of time. Lawyers and staff appreciate knowing what the event is, what’s expected, and how they can show up well, especially when they’re stretched thin.

That includes ::

• The level of formality

• Whether attendance is expected or optional

• A gentle reminder about boundaries, particularly for alcohol consumption

• Behaviour expectations that align with your firm's values (respect, professionalism, inclusiveness)

Don’t ::

Assume people “just know” how to conduct themselves. A thoughtful reminder of what the firm values can help ensure your celebration reflects the culture and community you’ve worked so hard to build.

2. Time Off Requests :: Plan for Fairness and Avoid Last-Minute Fire Drills

Do ::

Set deadlines and criteria for approving holidays early in the season. This reduces ambiguity and gives everyone time to plan their workloads.

And when you have conflicts? Apply processes consistently and transparently. Fairness builds trust.

This is also a perfect moment for leaders to check in with their teams: : What support do you need to ensure you can truly disconnect when you’re off?

Don’t ::

Default to “first come, first served.” It may feel objective, but it often creates resentment and disadvantages those who wait to assess their workload before requesting time.

And don’t rely on informal, ad-hoc decisions. That's where things get uneven, quickly.

3. Office Closures :: Communicate Early and Repeatedly

Do ::

Announce closures, partial closures, and coverage expectations well in advance. This helps lawyers and staff manage client expectations and reduces the year-end scramble.

Some firms choose to close for a block of time in December. Others stay open with reduced staffing. Either way, providing that clarity is an act of kindness.

Don’t ::

Send mixed messages. If your firm says it’s “closed,” but people are still expected to monitor email or be reachable, that erodes trust fast. 

Decide what “closed” actually means and honour it.

4. Client Needs During Breaks :: Balance Service with Sustainability

Do ::

Set shared expectations. Clients don’t need perfection; they need predictability.

Let them know:

• Your holiday hours

• Your response-time commitments

• Who their point of contact is during the break

• What constitutes a true “urgent” request

Leaders can play a huge role here. Model the behaviours you want to see, including taking meaningful time off.

Don’t ::

Blur the line between time off and full availability. Most lawyers will keep an eye on their practice, but they shouldn’t feel like they have to be “on” the entire time. It’s not real rest, and it contributes to burnout (something we see across firms before January even begins).

When you empower people to step away, they return recharged, more collaborative, and more effective.

Bringing It All Together

The holidays don’t have to be a season of tension or exhaustion for lawyers and law firms. With the right structures and a mindset grounded in connectedness, fairness, and empowerment, you can create an environment where everyone feels seen, supported, and set up for success.

It’s another example of what we call the SGI Advantage: giving your people the clarity, tools, and processes they need so they can think better, be better, and ultimately do better together.

If you’d like help aligning your firm’s communication, leadership practices, operations, or cultural expectations heading into the new year, SGI’s coaching, training, operations support, and strategic planning programs are designed to support you every step of the way.

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