Law Firms Advise Clients on AI While Associates Struggle to Use It Themselves
Associates at law firms with active AI advisory practices report lower confidence in using AI tools than their peers at firms without such practices, according to a Chambers survey. The finding reveals a disconnect between what firms counsel clients to do with AI and what they actually do internally.
The gap suggests that firms are comfortable positioning themselves as AI experts to clients while their own staff lack hands-on experience with the technology. This creates a credibility problem: associates who advise clients on AI implementation often feel uncertain about their own ability to use these tools effectively.
What the survey shows
Chambers did not release the full survey methodology or sample size in available reporting, but the data points to a pattern. Associates at advisory-heavy firms reported lower confidence scores than associates at firms without significant AI advisory work.
The disconnect appears across different practice areas and experience levels. Junior associates and mid-level lawyers both reported feeling underprepared despite working at firms that market AI expertise to clients.
Why this matters for law firms
Clients increasingly expect their lawyers to understand AI applications in legal work. A firm that advises on AI strategy but whose staff can't effectively use AI tools risks losing credibility if clients discover the gap.
The issue also affects retention. Associates who feel unprepared to use tools their firm recommends to others may seek positions at firms with stronger internal training and support.
The training gap
Most law firms have not systematized AI training for staff. Firms typically offer ad-hoc webinars or vendor demos rather than structured learning paths that build practical skills over time.
Associates need hands-on experience with specific tools their firm uses or recommends. Generic AI overviews don't build the confidence required to deploy these tools in client work.
For legal professionals looking to close this gap, structured learning in AI for Legal work can help. Those in paralegal or support roles may find an AI Learning Path for Paralegals particularly useful for building practical skills.
What comes next
Firms that address this disconnect will likely gain an advantage. Associates who feel confident using AI tools can deliver better client work and develop expertise that becomes a competitive advantage.
The survey signals that advisory practices alone don't build internal capability. Firms need deliberate investment in staff training and tool access to match the expertise they claim to have.
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