Many firms are investing in artificial intelligence (AI) tools with hopes of boosting efficiency, improving service delivery, and giving teams a competitive edge. But while the technology continues to gain traction, a critical factor is often overlooked: whether employees feel confident using AI. Confidence matters. If your people hesitate or resist, even the best AI tools can fall short of their potential.
What the statistics reveal
AI adoption is clearly rising. According to a recent survey, the share of U.S. employees who say they use AI at work a few times a year or more has nearly doubled in the past two years, going from 21 percent to 40 percent; frequent use (a few times a week or more) has also nearly doubled.
Yet a big gap remains. In many workplaces only half of frontline employees regularly use AI tools, even though leaders may assume the rest are on board.
Research by independent firms points to why that confidence gap exists. In a 2025 survey, 37 percent of employees said they worry that overreliance on AI could erode their skills or expertise. EY Another common concern is that using AI might make them look lazy or incompetent in the eyes of colleagues or supervisors.
At the same time, many workers indicate broader anxiety about AI’s impact on job security or long‑term prospects. In a survey by a respected research center, about half of surveyed workers said they were worried about AI’s impact at work, and 32 percent believed AI might lead to fewer job opportunities.
In short: use of AI is growing, but confidence hasn’t kept up. This is especially true among non‑technical or non-leadership staff.
Why these problems occur
Several root causes explain the disconnect between available AI tools and employee comfort using them.
First is a lack of training and guidance. According to a leading human resources report, while many organizations now use AI, a majority are not proactively upskilling their teams. For example, only 51 percent of HR professionals in that survey said enhanced training is the top need at their organization. Without clear training, employees are left guessing when and how to use AI effectively.
Second is unclear communication and role definition. When employees are unsure what parts of a task should be handled by AI and what parts remain their responsibility, they may hesitate to rely on the tool. Research into AI acceptance finds clarity about the respective roles of humans and AI significantly improves willingness to adopt AI tools; conversely, privacy or trust concerns weaken it.
Third is underlying anxiety about job security or devaluation of expertise. Even when AI is presented as a helpful assistant, some employees fear it could shrink their opportunities or make their skills seem obsolete.
Finally, organizations often lack a clear AI adoption strategy. Without a roadmap or change‑management process, AI efforts end up fragmented, leaving many employees behind.
Why this matters for managing your firm
If you head or manage a law firm, especially a small to mid‑size shop, this gap matters more than ever. Your staff may include a mix of attorneys, paralegals, legal assistants, and support personnel. How many of them have technical backgrounds?
If those people do not feel confident with AI, they may avoid using it even when it could save them hours of repetitive work, streamline research, or support document drafting. That means your firm misses out on productivity gains, efficiency improvements, and potentially competitive advantage over firms that are AI‑savvy.
Worse, inconsistent use of AI can lead to uneven quality, slow adoption, and internal friction as some team members race ahead, others sticking with old workflows. Over time, that can deepen a divide between “AI‑savvy” and “AI‑resistant” employees and potentially lead top talent to look for workplaces with better tools and better support.
Building AI confidence: concrete next steps
Here is a practical roadmap to help you build an AI‑confident workforce in your law firm.
1. Provide training and coaching tailored to real work. Generic “here are the tools” sessions are not enough. Develop training that reflects the tasks your team actually does. For example drafting a contract clause, summarizing depositions, or preparing client memos. Walk them through how AI can assist, what to watch out for (privacy, accuracy), and how to review AI outputs.
2. Clarify roles and expectations around AI. Be explicit about which parts of work are human-led and which can be AI-assisted. For instance, lawyers may still do the final review, but assistants can use AI for research and first-draft preparation. Make it clear that using AI is not a sign of laziness, but a tool to free up time for higher-value work.
3. Foster an environment of psychological safety around AI use. Encourage experimentation. Reassure staff that AI adoption is not a performance test but a learning process. Celebrate early wins and share examples of how AI helped save time or improved quality.
4. Embed AI adoption into firm strategy, not just technology deployment. Treat AI like any other major addition, akin to a new practice area or staff‑expansion plan. That means integrating AI into workflows, managing change, and periodically reviewing how it is being used and whether it delivers value.
5. Offer ongoing support and resources. As AI tools evolve, and as the team becomes more comfortable, provide updated training. Consider designating one or two “AI champions” in the firm who can serve as go‑to resources for others.
The payoff for making employees AI confident
When team members trust AI and feel confident using it, the benefits can multiply. Everyday work becomes more efficient. Routine tasks, such as contract drafting, document review, research memos; get done faster, freeing up your attorneys to focus on strategy, client relationships, and higher-value work.
You reduce internal friction around technology. You create a culture of continuous learning and collaboration. Your firm becomes more agile. Plus you lay the foundation for future growth, not just as a law firm, but as a modern business that uses technology intentionally.
At the end of the day, adopting AI isn’t simply about having the latest tools. It’s about enabling your people to do their best work with confidence. Fostering that confidence could make the difference between an AI project that sits unused and one that transforms how your firm operates.
If you like, I can draft a one‑page internal memo to help your leadership team communicate this approach to staff and propose next steps.