While the disruptive potential of generative AI in legal services dominates headlines, the real story lies with the individuals making that transformation possible. For in-house legal teams and law firms facing rapid shifts in regulation and technology, upskilling has evolved from a competitive advantage into the foundation of any successful AI strategy.
Technology Isn’t the Barrier, Preparation Is
With the rapid integration of generative AI into the legal field, one pattern has become clear: the real determinant of progress isn’t the technology itself, but whether teams are genuinely equipped and empowered to use it.
Some of the most inventive and impactful GenAI applications have emerged not just from data scientists or IT specialists, but from legal analysts, project managers, client-facing teams, and graphic designers. Increasingly, lawyers in law firms are also pioneering new uses for GenAI, developing advanced research workflows, streamlining case management, and automating aspects of due diligence.This demonstrates that innovation can originate from any corner of the organization.
These experiences have reinforced an important lesson: generative AI is not a substitute for expertise, it’s an amplifier. However, that amplification is only possible when you give equal priority to developing the people at your organization as you do to advancing your technology.
Why Legal Ops Must Lead the Charge
Many in the legal field understand that GenAI has the potential to boost productivity, streamline routine work, and speed up decision-making. Yet, it’s common to see upskilling pushed off to IT or postponed until after new tools are in place, which can be a misstep that can undermine long-term success.
Legal operations teams and law firm lawyers are particularly well-suited to lead GenAI adoption thanks to their cross-functional insight and ownership of key processes. Law firm lawyers from associates to partners are uniquely positioned to integrate AI into daily practice, given their deep understanding of client needs, matter management, and legal research. Their direct involvement in client services makes upskilling pivotal for both innovation and competitive differentiation. For upskilling to truly make an impact, it must be embedded in the team’s daily workflows, communication, and problem-solving, not treated as an afterthought.
Who Should Be Upskilled First?
It’s easy to assume that GenAI training should target the most technically oriented roles, but true value emerges from those who are deeply familiar with core business challenges, not just the technology itself.
Within legal departments and practice groups, consider prioritizing:
- Legal operations professionals: They serve as vital connectors among legal, compliance, and business teams.
- In-house counsel: Particularly those engaged in contracts, litigation strategies, or regulatory matters.
- Law firm attorneys: Lawyers at all levels, including associates, counsel, and partners, can drive meaningful improvements in client service, litigation preparation, document review, and negotiations by harnessing GenAI capabilities.
- Business stakeholders: Individuals who work closely with legal and can readily identify areas where automation could make a difference.
Ultimately, focus on team members who grasp the intricacies of your processes and pain points, and who have the curiosity to explore new solutions.
What Legal Professionals Need to Learn
Upskilling for GenAI doesn’t mean transforming lawyers into coders; it’s about equipping them with new ways to communicate and analyze information. Legal teams should concentrate on four foundational areas:
- Prompt engineering: Learning to design precise, targeted prompts is a practical skill that significantly improves the relevance and accuracy of GenAI-generated results.
- Responsible AI usage: Teams must know how to use GenAI within ethical, legal, and compliance frameworks, addressing issues like confidentiality, bias, and transparency.
- Domain-contextual analysis: Exercising legal and business judgment when interpreting GenAI outputs is what distinguishes valuable insights from potential missteps.
- Leveraging AI: For law firm lawyers, gaining confidence in leveraging GenAI for research, drafting, and advisory roles is especially critical. This includes understanding both the capabilities and current limitations of AI-powered legal tools specific to their practice areas.
Building proficiency in these areas enables legal professionals to adapt quickly and remain effective as technology continues to evolve.
Best Practices for Sustainable Upskilling
Change fatigue is a genuine challenge. To overcome it, training should prioritize ongoing, structured support rather than isolated, one-off sessions.
Consider these best practices:
- Begin with guided pilots: Let teams test GenAI tools within real workflows, enabling safe experimentation and quick identification of value.
- Customize by role: Different positions require distinct learning approaches, analysts benefit from scenario-based practice, while leadership may need governance and risk-focused sessions.
- Practice based: For law firm lawyers, practice area-based workshops and real case simulations can enable more relevant, hands-on learning.
- Highlight early successes: Sharing quick wins builds enthusiasm and demonstrates the practical relevance of GenAI initiatives.
- Encourage experimentation: Recognize that not every trial will be a success. Frame upskilling as a continuous process, fostering an environment where learning and innovation are ongoing.
People Drive Progress—Not Tools
The results speak for themselves: teams that invest in upskilling are more productive, more engaged, and more likely to remain with the organization. When employees are encouraged to collaborate with AI, rather than worry about being replaced, they become enthusiastic participants in shaping what’s next.
As legal workloads and complexity continue to grow, GenAI provides an unparalleled set of tools for driving innovation. Yet, real transformation happens because of people, not just technology. The organizations that view talent development as a strategic priority will be the ones to shape the future of the legal profession.
The legal profession, both in law firms and in-house, stands at an inflection point: the degree to which lawyers are enabled and empowered to use generative AI will directly influence client value, firm culture, and long-term relevance.
Generative AI isn’t here to eliminate jobs, it’s here to redefine how work gets done. But to unlock its full potential, your team, from legal operations to law firm partners, must be empowered to lead the charge.