For years, the legal profession has debated whether AI will replace lawyers.
But according to a new survey from BARBRI and Above the Law, that may be the wrong question.
Drawing on responses from more than 300 law students, associates, partners, and legal professionals, the findings point to a different challenge: preparing future lawyers for success in a profession where human skills may become even more valuable as technology advances. In fact, the rise of AI appears to be increasing the value of skills such as communication, relationship-building, leadership, and emotional intelligence—areas where many respondents believe both law schools and employers have room to improve.
The findings reveal a legal profession navigating two parallel challenges: learning how to leverage emerging technology while ensuring the next generation develops the practical and interpersonal skills needed to succeed alongside it.
AI Is Reshaping Careers—But Not in the Way Many Expected
Artificial intelligence has quickly become one of the most discussed topics in legal education and law firm management. Yet the survey findings suggest that legal professionals aren't simply asking whether AI will change legal work. They're asking what skills will matter most when it does.
Many respondents acknowledged uncertainty about AI's long-term impact on the profession. Law students, in particular, expressed concern about how emerging technologies could affect career opportunities and future job prospects. Associates were somewhat more optimistic, while partners and solo practitioners tended to be less worried overall.
This difference may reflect experience. Lawyers who are already practicing have begun to see AI as a tool that can enhance productivity. Those entering the profession, however, are still trying to understand how they will build careers in a rapidly changing environment.
As Technology Advances, Human Skills Become More Valuable
One finding stood out more than any other: respondents overwhelmingly believe that AI has increased the importance of soft skills.
Across career stages, legal professionals pointed to communication, emotional intelligence, relationship-building, leadership, and collaboration as critical capabilities for future success. Rather than diminishing the value of these skills, AI may be elevating them.
The reason is relatively simple. As technology becomes more capable of handling routine tasks, the work that remains distinctly human becomes more important. Building client trust, navigating difficult conversations, exercising judgment, leading teams, and managing relationships are areas where professionals still provide unique value.
For law firms focused on developing future leaders, this finding reinforces an important reality: technological proficiency alone is unlikely to differentiate attorneys in the years ahead.
Law Schools Face a Growing Preparation Gap
Despite widespread agreement on the importance of both technology and interpersonal skills, many students feel they are not receiving enough support in either area.
Students reported wanting more practical guidance on topics such as networking, client communication, leadership, negotiation, public speaking, and business development. More than half rated their school's efforts to develop these skills as only "fair" or "poor."
Technology preparation received even lower marks. While some law schools have introduced AI-related training or tools, many students reported receiving inconsistent messages about how they should—or shouldn't—use the technology. Others indicated they were largely left to figure it out on their own. As a result, nearly three-quarters of students rated their school's support for leveraging AI and technology as "fair" or "poor."
The findings suggest that legal education may need to expand beyond traditional academic instruction to help students develop both technological fluency and the practical skills needed to thrive in practice.
Firms Are Performing Better—But Opportunities Remain
Compared with law schools, firms generally received stronger reviews for professional development and technology support.
Many respondents reported having access to technology training, AI tools, mentorship opportunities, and ongoing development resources. Interestingly, while larger firms often received higher marks for technology support, smaller firms tended to earn stronger ratings for soft skills development.
This may be because smaller environments naturally create more opportunities for direct mentorship, observation, and hands-on learning.
Still, associates identified areas where they would like additional support. More client interaction, expanded opportunities to build new skills, and increased guidance from experienced professionals were among the most common requests.
These responses highlight an important point: professional development is not just about training programs. It is often shaped by exposure, coaching, relationships, and practical experience.
Why the Office Still Matters
At a time when many organizations continue to evaluate hybrid and remote work strategies, respondents highlighted the role in-person environments play in professional growth.
A majority of law firm respondents said working regularly in the office is important to professional development, with law students and associates expressing the strongest support. Many connected in-person work directly to mentorship, relationship-building, collaboration, and the development of communication skills.
Notably, these are the same capabilities respondents believe will become increasingly valuable as AI becomes more integrated into legal practice.
The survey does not suggest that remote work lacks value. Rather, it reinforces the idea that certain aspects of professional development—particularly for early-career attorneys—are often accelerated through observation, interaction, and real-world experience alongside colleagues and clients.
The Future Lawyer Will Need More Than Legal Knowledge
When experienced attorneys were asked what they wish they had learned before entering practice, their answers revealed a common theme.
Many wanted more exposure to the realities of day-to-day lawyering: client communication, business development, practice management, legal operations, contract drafting, negotiation, and the mechanics of legal work. Others emphasized the importance of learning how to communicate clearly, work effectively with clients, and navigate professional relationships.
Collectively, these responses point to a broader shift occurring across the profession. Technical legal knowledge remains essential, but it is no longer viewed as sufficient on its own.
Looking Ahead
The legal profession is entering a period of significant transformation.
AI is changing how work gets done, how information is accessed, and how legal services are delivered. Yet the strongest message from this survey is not about technology at all. It is about people.
As AI continues to evolve, legal professionals increasingly believe that career success will depend on a combination of technological fluency and distinctly human capabilities—communication, judgment, leadership, adaptability, and the ability to build meaningful relationships.
The organizations that can develop both may ultimately be the ones best equipped to attract, retain, and prepare the next generation of legal talent.
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