Exclusive from BARBRI: The Human in the Loop

The Human in the Loop

Why Human Skills Will Define the Lawyers of the AI Era

Alisa Gray, Director of Learning - BARBRI Global

AI, automation and machine learning are reshaping legal work at speed. But as routine tasks become more streamlined, it’s the lawyers who bring human insight, judgement and empathy who will stay ahead.

You may have heard this phrase before - certainly at BARBRI, we talk about the importance of ‘the human in the loop’. In an increasingly AI-driven world, it’s the human who initiates the process, gives the instructions, checks the output and applies judgement. In legal practice, that human role is absolutely essential. Lawyers not only need to know how to use technology, but when to use it, how to innovate with it and crucially how to assess its quality.

The better equipped you are with human skills, the less intimidated you need to be by AI. You’re the innovator - you’re the one prompting, assessing and adapting. AI, like a car, is a tool and it's only as good as its driver.

The skills lawyers really need now

There’s been a misconception in the legal profession that lawyers need to learn to code to stay relevant - they don’t. What they do need, however, is the ability to embrace innovation, be commercially aware and think dynamically.

When we developed our Skills Competency Framework at BARBRI, we knew it had to be grounded in real-world insight. Drawing on my background as a banking lawyer together with my expertise in psychology and learning design, we set out to understand exactly what law firms and their clients need from junior lawyers today.

We spoke to trainees, associates, L&D leaders, partners and in-house teams - conducting hours of interviews and research before validating our findings with legal professionals across the sector. The message was clear - human skills are critical.

From this research, we identified eight core competencies that junior lawyers need to succeed. Among them are dynamic thinking, solution finding, successful communication and business awareness. Key to the utility of our Skills Competency Framework is its relevance to real world legal work. Rather than producing an overwhelming list of desirable skills, we distilled them into clear, practical categories with direct application to practice.

One of my favourite examples of dynamic thinking comes from a simple story I often share in training. A woman is cooking a ham and cuts the top off before putting it in the oven. When asked why, she says, “That’s how my grandmother taught me.” Later, she realises her grandmother only did so because her oven was too small to fit the whole ham.

It’s a reminder that in law, much of what we do is precedent-bound. But that doesn’t mean we should follow it blindly. We constantly need to adapt to new circumstances, challenge old assumptions and find better ways of doing things.

Future-proofing legal talent

As AI takes on more of the routine legal work, clients are increasingly looking for lawyers who offer strategic thinking, empathy and problem-solving. They’re not buying the law - they’re buying solutions. And as lawyers, we need to be able to provide options, explain consequences and make sound judgements.

Human skills can no longer simply be dismissed as ‘soft skills’ - they’re essential. And the good news is, they can be developed. At BARBRI, our framework underpins the learning we deliver, helping junior lawyers build these capabilities in a structured, practical way.

A friend of mine (also a lawyer) recently made a comparison that stuck with me. He likened the use of AI in law to the introduction of Excel spreadsheets in accountancy. When Excel first arrived, with all its formulas and functionality, people worried it would replace accountants. Instead, it freed them to focus on higher-value work and expand their role from auditors to trusted business advisers offering a full range of professional services.

AI is clearly different in scale, but I think the analogy still applies. AI will take care of repetitive legal tasks, and create space for lawyers to focus on what really matters - application of human insight, sound judgement and innovative solutions to client issues. That’s where lawyers add real value.

Human skills and diversity

There’s another important reason why human skills matter - that is diversity, equality and most significantly ‘inclusion’. Data shows that many lawyers leave the profession within four years of qualifying. Often, it’s not a lack of technical knowledge that drives them out, it’s the lack of support in developing the skills they need to navigate complex workplaces and client relationships.

By focusing on human skills, things like communication, people management, and personal effectiveness, we can help junior lawyers not just survive but thrive. And when we support people in those early years, we improve retention and help maintain the diversity that firms have worked so hard to achieve at the recruitment stage.

Invest in your humans

If I could offer one piece of advice to law firms trying to equip their people for the AI era, it’s this - invest in your humans, and their human skills. AI will change the way we work, but it’s our ability to adapt, innovate and connect that will keep us relevant and competitive.

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This inaugural MasterClass Day is designed to elevate career development in the legal tech sector, covering essential topics like effective communication, commercial savviness, and personal brand building. Gain valuable insights from industry experts and enhance your professional growth.

Meet the BARBRI team and join their exclusive workshops on 4 April 2025.