AI speeds legal work and decisions, but chasing efficiency alone risks the quality of engagement
There is a growing fear that artificial intelligence will fundamentally disrupt the legal profession, and particularly the role of in-house counsel. Some go further and suggest that large parts of what we do today may disappear. I do not support that view. While I agree that AI will absolutely change how we work, I do not feel it will replace the value we provide as in-house counsel. If anything, it will enhance it. The real shift is not whether in-house lawyers will still be needed, but rather what will distinguish the best among us.
At its core, the role of in-house counsel has never been limited to technical legal expertise. The most effective counsel understands the business, anticipates risk, and helps organizations move forward with confidence. Years ago, I described this evolution through the idea of the “plus-shaped lawyer.” It builds on the T-shaped concept developed by my friend Peter Connor (and in newer versions included within it). Legal depth forms the vertical line. The horizontal represents adjacent competencies like project management, change leadership, and design thinking. The addition I proposed, the top of the plus shape, reflects something fundamentally different. It captures the human dimension. Interpersonal skills, emotional intelligence, relationship management, and the ability to operate across diverse and global teams. In the age of AI, that top of the plus is no longer optional. It is the differentiator, the true value-added.
AI is already transforming how work gets done. It can (with proper supervision) draft contracts, summarize documents, and analyze large volumes of information faster than any individual. These are powerful capabilities. They remove administrative burdens and allow us to focus on more strategic work. But AI operates through patterns, training data, and prompts. It does not possess the judgment that experienced professionals do. It cannot fully appreciate context, nuance, or the complex human dynamics that shape organizational decisions. It does not consider the people around the file/transaction, their objectives, needs, risk appetites, or personalities. Good prompting helps, but it is no substitute for human judgment.
The value of in-house counsel lies increasingly in judgment. Knowing not just what the law says, but what the organization should do. This requires balancing business objectives, culture, and long-term strategy. Sometimes, the legally sound decision may still be the wrong decision for the organization. Our role also includes developing novel ideas and unique approaches to complex problems and emerging risks. AI can inform those conversations. It cannot replace them.
If we rely on AI too heavily, we risk creating feedback loops that reinforce past patterns and common responses, rather than identifying new approaches and developing better solutions to familiar risks. We risk focusing on what has worked before, rather than what could drive better outcomes in the future.
More importantly, we risk losing the human element. The interactions with our colleagues and even the counsel on the other side of the table, whether in person or virtual, cannot be replicated by an algorithm. Much of our effectiveness comes from relationships. Being trusted by business leaders and understanding how decisions will be received across different parts of the organization, especially where there are different cultures or jurisdictions involved. Navigating competing priorities and perspectives. These are not purely intellectual exercises; they require empathy, communication, and credibility built over time.
This is why the plus-shaped lawyer, along with our human touch and creativity, is more relevant today than when I first introduced the concept. Technical excellence remains critical. Business acumen is increasingly expected. But the distinguishing factor is the ability to connect, influence, and lead.
There is also a practical dimension to this. As AI accelerates the pace of work, the volume of information and the speed of decision-making will increase. Organizations will expect legal teams to respond more quickly and to operate more proactively. This creates an opportunity, but also a risk. If we focus solely on efficiency, we may overlook the quality of engagement.
More than ever, we need to see ourselves not just as lawyers, but as business leaders with a legal lens. We need to engage earlier in discussions, before issues escalate into problems. We need to work more closely with functions like HR, finance, and operations, recognizing that risk, people, and strategy are deeply interconnected.
In many ways, AI reinforces this integrated approach. It provides tools that cut across traditional silos. It enables better data analysis and more informed decision-making. But, at the same time, we have to be thoughtful in how we adopt these tools. There are real considerations around privacy, confidentiality, and privilege. There is a need for guardrails, training, and awareness. The goal is not blind adoption, but informed use. We should be curious and open to experimentation, but also disciplined in understanding the risks.
Perhaps the most important point is this. AI will continue to evolve. Its capabilities will improve. There will be new tools, new applications, and new ways of working that we cannot fully anticipate today. The human element and the value it brings, however, will remain constant. Our ability to exercise judgment, build relationships, and navigate complexity is what ultimately drives value. Those are the skills that differentiate average in-house counsel from truly effective leaders.
My simple advice is: yes, focus on developing your technical expertise, embrace technology, and learn to use it effectively. However, DO NOT neglect developing a broader skill set. Invest in your communication skills, develop your emotional intelligence, and practice working across teams and cultures. Those capabilities will not become less important; they will become your competitive advantage. Also, use AI to free up time, and use that time to build your relationships, get to know your business, become engaged in community initiatives and associations, as these will increase your effectiveness as a legal professional.
The future of in-house counsel is not about choosing between technology and the human touch. It is about combining them. That is the essence of the plus-shaped lawyer. As AI grows in importance and application, the human touch is not just what keeps us relevant; it is what will define leadership and how we deliver value to our organizations and the people we work with.
