Understanding how cities develop climate plans is crucial to capture their potential to achieve ambitious climate goals. Previous literature has highlighted the role of external pressures or heroic actors in driving local changes. By highlighting the everyday practices of actors in urban climate planning, we reveal new sets of contradictions in climate governance. Drawing from social practice theory, this paper examines how contradictions were managed in the process of developing a new climate plan in Bergen, Norway. Through a variety of empirical sources, we explore the strategic value these offer, and the organisational work accomplished by the navigation of contradictions. We highlight three strategic benefits of negotiating contradictions: the legitimisation, expansion and signalling of climate work. In conclusion, the paper argues that considering practices of climate planning reveals novel forms of agency, namely the potential of mundane organisational processes and the pivotal role of civil servants in this work.