At LegalTechTalk 2026, a session titled “How to Build and Empower Lawyers of the Future” brought together Ms. Sarah Chambers, Director – Ashurst Advance, Digital Experience at Ashurst, Mr. Jon English, Director of Content Innovation at LexisNexis and Mr. Simon Levine, Former Global Co-CEO of DLA Piper and Managing Director of ALSASO Consulting, in conversation with moderator Mr. Ayaz Saboor, Founder and Mentor of The Commercial Law Pathway.
The discussion explored how artificial intelligence is reshaping the development of legal talent, the skills future lawyers will require, the leadership behaviours necessary to drive technological transformation, and the challenges law firms face in preserving professional judgment and mentorship in an increasingly automated environment.
As AI continues to automate tasks that have traditionally formed the foundation of legal training, the panel examined how law firms can ensure that future lawyers continue to develop judgment, reasoning and professional confidence while embracing new technologies.
The skills that will matter most in an AI-enabled profession
The panel began by examining the changing skillset of future lawyers.
Mr. Jon English noted that while AI may increasingly automate tasks such as legal research, document review and first-draft preparation, uniquely human capabilities such as judgment, reasoning, critical thinking and emotional intelligence are likely to become more valuable rather than less.
He observed that the work AI is now increasingly taking off junior lawyers’ desks is exactly where junior lawyers start to build foundations for these skills.
He noted growing concerns among lawyers about a widening mentorship and training gap, particularly regarding the development of legal reasoning and judgment.
Courage may be the defining attribute of future lawyers
Building on the discussion, Ms. Sarah Chambers argued that law firms must move beyond generic references to communication and emotional intelligence and clearly identify the durable skills that will remain valuable regardless of technological change.
According to her research, these include:
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Critical thinking;
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Professional judgment;
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Creativity;
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Curiosity;
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Collaboration; and
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Clear communication.
Yet one characteristic stood above all others.
“They may be afraid, they may be concerned, but they are confident enough to move on to the next thing.”
For Ms. Chambers, courage is becoming an increasingly important professional quality. Future lawyers must be willing to experiment, embrace uncertainty, ask difficult questions and continue learning even when clear answers do not yet exist.
She noted that lawyers have traditionally been trained to provide answers. In an era of rapid technological change, however, success may increasingly depend on asking the right questions.
AI creates a new challenge: Verification
The discussion also highlighted a less obvious risk associated with AI adoption.
Referencing research on what has been described as “cognitive surrender”, it was warned that lawyers must remain vigilant and continue exercising independent judgment rather than automatically accepting AI-generated responses. It was emphasised that verification is becoming a professional skill in its own right.
Law firm leaders must become facilitators of capability
The conversation then shifted toward leadership and organisational transformation.
Mr. Simon Levine argued that traditional law firm leadership models will need to evolve if firms are to successfully integrate AI into legal practice. Rather than acting primarily as gatekeepers of knowledge, leaders must increasingly become facilitators of capability.
One approach he strongly supported was reverse mentoring.
According to Mr. Levine, younger lawyers often possess greater familiarity with emerging technologies than senior professionals. Leaders therefore need to create environments where junior lawyers feel comfortable sharing expertise and challenging established assumptions.
As he observed:
“The people who have the most knowledge are the most junior people in your business.”
He stressed that psychological safety, openness and humility will become increasingly important leadership qualities as firms navigate technological change.
Creating the conditions for transformation
Ms. Chambers argued that successful transformation depends less on technology itself and more on creating the right conditions for change.
Drawing on her experience leading digital transformation initiatives at Ashurst, she noted:
“10 per cent of what you do is the doing, and 90 per cent of what you do is creating the conditions for the doing to happen.”
For her, law firms must focus on redesigning structures, governance mechanisms and operating models so they can adapt continuously rather than relying on static processes.
She also highlighted the importance of providing lawyers with sufficient clarity and confidence to operate in uncertain environments. While leaders may not always have perfect answers, they must provide enough direction to enable people to move forward.
What aviation can teach lawyers about AI
A comparison was drawn between legal AI and aviation automation. It was noted that when autopilot systems transformed aviation, pilots did not become obsolete. Instead, the industry redesigned training programmes to ensure essential flying skills continued to develop despite increasing automation. A similarly deliberate approach may be required within law firms.
Culture remains more important than technology
Reflecting on more than three decades in legal practice, Mr. Levine argued that culture remains the most important factor in determining whether firms successfully adapt to change.
According to him, the legal profession has become increasingly risk-averse over time. Yet future success will depend upon creating environments where experimentation, learning and professional growth are actively encouraged. He emphasised that cultural change must begin with senior leadership and be reinforced throughout the organisation.
While technology may transform how lawyers work, the importance of trust, mentorship, responsibility and professional development remains unchanged.
Why the future is more optimistic than many assume
The panel concluded by examining the opportunities created by AI rather than focusing solely on risks.
Ms. Chambers highlighted one of the most encouraging findings from her research: younger lawyers appear far more comfortable with technological change than many senior professionals expect. Having grown up in rapidly evolving digital environments, they often view continuous adaptation as normal rather than threatening.
Reflecting on conversations with emerging legal talent, she observed:
“They were very confident that they had what they needed because this is what they’d always been facing.”
Rather than fearing change, many young professionals view continuous learning and adaptation as an inherent part of their careers.
New career paths are emerging across the legal industry
The discussion also highlighted the growing number of alternative legal careers being created through technological transformation. While traditional legal practice remains central to the profession, AI and legal technology are generating opportunities across legal operations, product development, knowledge management, innovation and digital transformation.
These developments are creating entirely new career pathways for legally trained professionals who wish to combine legal expertise with technology and business innovation.
The billable hour and the future of value
One of the final topics addressed was the future of legal pricing.
Mr. Levine suggested that technology may accelerate a shift away from measuring legal services primarily through time spent and toward models based more directly on value and outcomes. While the billable hour remains dominant today, he argued that legal services may increasingly be assessed through the impact delivered to clients rather than the number of hours recorded.
In his view, AI presents an opportunity for firms to rethink how value is created, delivered and measured.
Concluding Reflections
The session highlighted a growing consensus that AI is unlikely to diminish the importance of lawyers. Instead, it is changing which skills matter most and how those skills are developed.
While legal research, drafting and administrative tasks may become increasingly automated, the panel repeatedly returned to the enduring importance of judgment, courage, leadership, critical thinking and professional relationships.
The future lawyer, the speakers suggested, will not simply be someone who understands technology. Rather, it will be someone who combines technological capability with the distinctly human qualities that clients continue to value most.
As law firms adapt to an increasingly AI-driven environment, their greatest challenge may not be implementing new technologies but ensuring that future lawyers continue to develop the judgment, confidence and professional character that have always defined excellent legal practice.
