Protecting digital wellness in an AI-centric legal practice
Law firms are increasingly using AI to boost efficiency - but it’s just as important to think about how it affects people. Laura Willis, Digital Wellness Consultant, explores how leaders can make sure AI supports, rather than replaces, human skills like judgement, creativity and connection.
AI is transforming workplaces by streamlining workflows, optimising decision-making and enhancing productivity. It is true that Law firms that hesitate to embrace AI risk falling behind those competitors maximising new technologies for efficiency and innovation. But firms that dive headfirst into AI integration must also consider the effects on their people.
As AI takes over routine tasks, legal leaders must ensure their teams remain engaged, empowered and supported, not just technologically advanced. Leadership in an AI-driven legal practice isn’t just about understanding new tools; it’s about fostering a workplace where AI enhances human strengths, rather than diminishes them.
Human-centric leadership in the legal sector
Satya Nadella, CEO of Microsoft, commented in March 2025 that "The key to leadership in an AI-driven world is not just understanding technology but fostering a culture of learning and adaptability."
While embracing AI and encouraging learning are vital steps, successful legal leaders must go beyond adaptation and actively shape how AI interacts with human skills like strategic thinking, ethical judgement and relationship-building.
AI in law: enhancing, not replacing humans
Dave Coplin, futurist and former Chief Envisioning Officer at Microsoft UK, predicts that “generative AI will automate 30% of tasks within the next decade”. This will free legal professionals to focus on areas where human expertise is irreplaceable, such as high-value, strategic work. Yet AI adoption in law firms is already reshaping collaboration. A recent survey of some of my legal training program participants revealed that 67% are turning to AI instead of colleagues for work-related problem-solving. These findings raise some important considerations:
- How will this shift affect the human connection in law firms?
- Will the vital culture of mentorship and knowledge-sharing be impacted?
- How can leaders balance AI efficiency with meaningful interpersonal collaboration?
Reasoning and creativity must be supported, not replaced
Recent Apple Intelligence adverts highlight the dangers of over-reliance on AI. One features Warren, a disengaged worker who lets AI rewrite his sloppy email into a professional message. While convenient, it signals the broader concern that AI should support professionals, not make them passive.
In legal work, where critical reasoning, ethical judgement and client trust are paramount, it’s important that leaders work to prevent AI from eroding professional engagement. Over-reliance could breed complacency, weaken decision-making confidence and in turn affect mental wellbeing.
The HARMONY framework for AI-era legal leadership
To ensure AI supports, rather than undermines, human capabilities in the legal sector, I have developed HARMONY, a leadership framework to help law firms navigate AI adoption in a sustainable, employee-centred way:
H – Human-centred leadership
It is important that legal leaders foster critical thinking, adaptability and ethical oversight. As AI starts to streamline case research, contract analysis and administrative tasks, teams must be supported to focus on strategic reasoning, client relationships and creative problem-solving.
A – Attention management
Information overload is already a problem for many teams, with 83% of programme participants telling me that their workplace technology is causing overwhelm. With the introduction of AI-driven technologies more notifications is a given. Leaders should model good attention management themselves and provide strategies for focused legal work, helping people manage digital interruptions and stay engaged in deep legal analysis.
R – Rest and recharge
AI-powered client portals are revolutionising communication but also risk eroding personal time for lawyers. Leaders must champion healthy boundaries, ensuring people have protected time away from digital demands to ensure they stay energised and engaged.
M – Mindful awareness
AI offers powerful solutions, but blind reliance on AI-driven conclusions can erode critical thinking. I’ve worked with a law firm employee who told me they no longer listen in virtual meetings but get on with their work and read the Teams transcripts in the evening. Leaders must encourage thoughtful engagement in work, both when alone and with others. Ensuring people challenge AI outputs, verify data accuracy, and maintain a balance between their own creativity and connection and AI-driven problem-solving will make for a more person-centred working environment.
O – Open communication
A transparent culture ensures trust and autonomy. Leaders should encourage open discussions about AI’s role and involve people in shaping AI policies. When people understand how AI should complement rather than replace human capabilities, they can navigate AI-driven change with confidence rather than fear and uncertainty.
N – Nurture relationships
Prioritising human connection through direct engagement and open dialogue will help to promote positive wellbeing in AI-driven workplaces. Ensuring colleagues only attend meetings that are of value will ensure time together feels valuable and intentional – 88% of programme participants have told me they sometimes attend meetings because they feel they should rather than because they are of value to them. Time together should be rich and rewarding and meaningful to build healthy working relationships.
Y – Your behaviour
Legal leaders set the tone for positive AI use. Model ethical AI use and demonstrate healthy digital habits, helping people to see how they can approach AI as an enhancement, not a crutch. Leading by example fosters a culture of intentional, thoughtful technology use and encourages people to look after their mental health, minimising potential digital overload which could lead to burnout.
Final thoughts:
Keeping legal work human in an AI-powered future
As AI reshapes legal practice, leaders must stay ahead of technology while protecting their teams’ digital wellness. The firms that integrate AI responsibly, by balancing automation with human insight and collaboration, will be the ones that thrive and drive stronger client relationships, better case outcomes and more engaged legal teams. By championing focused, intentional work, ethical AI use and thoughtful collaboration, leaders can ensure their firms excel alongside AI rather than losing themselves to it.
More about Laura
Laura Willis is one of the UK’s foremost experts in managing mental wellbeing in a hyper-connected world. Having delivered training for more than 30 law firms Laura has an acute understanding of the high pressure experienced in legal environments. Her work empowers professionals to tackle digital overload, safeguard mental health and sustain peak performance.
Since 2016 Laura has partnered with employers to provide tangible, practical strategies that ensure technology enhances the employee experience rather than diminishes it. Her engaging learning programmes deliver actionable insights, equipping legal professionals with the tools to thrive in a 24/7 digital landscape.
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