Tech should free associates for deeper learning, not remove them from the process
After more than two decades reporting on the legal profession, I’ve seen many waves of technological change – but none has generated as much anxiety and opportunity as artificial intelligence. One of the biggest concerns law firm leaders express to me is how associates will be trained when the partners increasingly adopt AI and other technologies to do the grunt work. While this concern is valid, I believe that, if used intentionally, AI can enhance – not undermine – the development of young lawyers.
Beyond efficiency: AI’s real impact
AI is rapidly transforming legal practice. Today, tools handle document review and legal research at a pace unimaginable just a few years ago. As recent Canadian Lawyer reporting shows, legal AI adoption is outpacing expectations, especially among in-house teams, and is fundamentally reshaping how legal services are delivered.
Crucially, though, AI should not replace associates. Instead, it should relieve them of repetitive tasks and allow them to focus on developing judgment, client management, and strategic thinking. As I’ve previously discussed regarding the risks of banning AI in court, the future of law depends on blending technological fluency with the human skills clients value most.
Training associates in an AI world
Some firms fear that if AI handles the “grunt work,” associates will lose vital learning opportunities. Yet, leading firms are demonstrating the opposite: when embraced as a training tool, AI can accelerate professional growth.
Sidley Austin in the US, for example, recently included a generative AI hackathon in its orientation for nearly 300 new associates, ensuring fluency with the latest tools from day one. At Ropes & Gray, associates must complete tool-specific training, empowering them to use AI responsibly and communicate the firm’s tech capabilities to clients.
In Canada, the Ontario Bar Association’s AI Academy offers law students and lawyers hands-on experience with AI, helping them build transferable skills through flexible, self-directed modules. This initiative gives the next generation a head start in legal tech and complements traditional legal education.
AI as a catalyst for deeper learning
AI’s true value is in accelerating the development of core legal skills. With routine tasks automated, associates can focus on critical thinking, client communication, and emotional intelligence. As Dentons’ Global CEO Kate Barton recently noted in Fortune, “the core of the legal profession still demands distinctly human capabilities – judgment, persuasion, empathy, and trust.”
Innovative mentorship models are also emerging. Meritas’ head of legal tech services highlighted the importance of “reverse mentorship,” where junior associates share digital expertise with senior lawyers. This not only speeds up technology adoption but also empowers associates to help shape how AI is used, fostering mutual learning as the profession evolves.
Technology can also help train young lawyers in communication and real-world scenarios. Osgoode Hall Law School recently designed a simulation-based learning tool that aims to merge ethical and practical legal skills.
A call to action
AI should be seen as an opportunity for associate training, not a threat. But this requires deliberate investment in structured training, mentorship, and the cultivation of uniquely human skills that AI cannot replicate.
Let’s encourage associates to become leaders in the responsible use of technology. By doing so, we’ll ensure the next generation of lawyers is both tech-savvy and deeply skilled in the art of lawyering.
