Efficiency? Precision? Price? If the AI boom begins to calm down and we see its integration in the entire legal industry, these properties may no longer be the north star.
Artificial intelligence changes the legal profession. Today’s lawyers have access to a variety of tools to review documents, to summarize, to summarize the case law and even remove contracts. This exciting new era has attracted our attention because we are all looking for opportunities to work more efficiently for our customers.
But loudly Thomson Reuters’ future of the professional reportAI is expected to release only five hours a week for the average legal professional. This is an informative figure and deserves research. It is still early and this number will certainly change and probably grow. Nevertheless, the core of the legal profession for all processing power of AI still requires significantly human skills – judgment, persuasiveness, empathy and trust.
The modest time savings are not a failure of AI, but a reflection of the true nature of customer needs and the high -quality lawyers. This is the real competitive advantage: emotional intelligence (EQ). EQ is based on our ability to look at more than just facts. It is about aligning different perspectives, building bridges on their goals and doing this with diplomacy and clock.
Where is the time going?
AI can easily manage the legal mechanics: document analysis, automated routine contract reduction and support for decision making. AI’s ability to quickly analyze data by mountains of data is undeniable, but what makes a lawyer really indispensable continues as a mere processing performance.
Our customers work full of uncertainties in a global market. Our role as a legal forces is to guide you through the gray area in which the law overlaps with human behavior, business priorities and cultural context. Customers do not need answers for this, they need perspectives. The result of a deal can often switch nuances, sound and timing and not alone. It’s in this Moments when EQ and not IQ take the lead.
A large part of the time of a lawyer with high EQ activities is spent between the tensions of the meeting room, advice through the unclear and the connection of people from different cultures. AI can support AI here, but certainly not lead.
If artificial intelligence is used more, the customer value is increasingly anchored to what AI cannot attach.
One of my mentors who had an incredibly successful career often tells me that the business should be a “win-win situation”. By which he thinks that the business and its customers should both benefit from a transaction. This approach emphasizes the cooperation and mutual satisfaction instead of concentrating exclusively in maximizing profit from business. It means finding solutions in which everyone involved has the feeling that they have gained something positive out of the interaction to promote long -term relationships and positive results. In order to pursue a “win-win approach”, lawyers need strong EQ skills: Can you read a room? Do you understand clearly what two sides are looking for? Can you thread the needle to have a solution for both sides worked well? The Takes strong Gl.
How do we get ahead?
Companies have to invest as strongly in their workforce in the development of emotional intelligence as in technology. AI has started to operate the competitive conditions in terms of efficiency, but strong EQ skills help a lawyer to stand out from the crowd.
This invests with the investment in emotional intelligence at every level – from customer service to talent development. EQ does not have to be redesigned as a soft ability, but as a core competence for a successful lawyer.
First, the training should be embedded from the beginning of legal training. It is important that EQ is considered during the mentoring process, leadership development and even during performance evaluation. Fortunately, EQ is a learned ability; Everyone can be sanded and refined by anyone in every phase of their career. At Dentons, our teams are already encouraged to develop their emotional intelligence through a number of committed online and instructor students and our annual mentoring program.
Second, managers have to model the vulnerability. That is not a lot of Star partner, but it is important if we want to present emotional intelligence as a strength to build up and not as a weakness. For me, an example of vulnerability means changing the direction of direction if you realize that the original path is not optimal. I have seen that managers are vulnerable when they try to help both sides to achieve a win-win situation-to enlarge so that the greater good prevails. This requires courage and strong GL.
Finally, we have to consider what success means in a world improved by AI. Yes, profit. But also the structure of trust, dealing with conflicts and strengthening customer relationships. If we recapture these “intangible” as success factors, our employees can shine.
In legal industry, it was always more than just about knowledge. It is about judgment, relationships, and conviction. All of these are significantly human skills. While AI may replace some of the marginal tasks that are carried out by a lawyer, she will never replace the connection, understanding and expertise that a successful specialist brings into any relationship.
If you put together the power of AI with emotional consciousness and intellect, you separate those who really understand the nature of the legal industry, from those who only try to make efficiency. In this new era, success is not granted to those who outsmart a machine, but to analyze and take empathetic to those who know when they should stop.
The opinions that were expressed in Fortune.com comments are exclusively the views of their authors and do not necessarily reflect the opinions and beliefs of against Assets.
Read more:
