Since the 13th century, legal training relied on learning by doing. But as AI automates document review and contract drafting — "grunt work" that honed young lawyers' skills — firms must rethink talent development. Nathan Peart of Major, Lindsey & Africa notes informal mentoring has given way to dedicated training teams and structured programmes like Latham & Watkins' Latham Academies and Debevoise & Plimpton's mini-MBA with Columbia Business School. Now, firms add AI-powered simulations while emphasizing human skills like EQ (emotional intelligence). "EQ is going to be the differentiator," says Peart.

Jane Rogers, partner at Ropes & Gray, recalls routine tasks like reviewing boxes of uncatalogued documents built essential attention to detail. Today, AI tools index thousands of documents instantly, but lawyers must verify AI-generated output. "Learning by doing was and is still the single most powerful developmental tool," Rogers says. The lawyer's core role — understanding clients' businesses and providing judgment — remains unchanged.

Siobhan Handley of Orrick argues AI-native junior associates are best equipped for this transformation. They focus on thinking and judgment rather than information retrieval. However, AI hallucinations require fostering "healthy scepticism." Orrick uses AI-powered deposition simulators (Depo Sim) combined with human mentorship: partners and associates review AI products together, assessing accuracy in group settings.