Choosing Machines Over People: The Silent Crisis Threatening Young Lawyers’ Client Relationships

Why the Next Generation of Lawyers Must Relearn the Art of Personal Communication

Imagine standing in a bustling McDonald’s during the lunch rush. Two self-service kiosks have lengthy queues of young customers waiting patiently, eyes glued to digital screens. Just a few steps away, two traditional counters operated by friendly employees stand empty, ready to take orders. Yet these young patrons prefer to wait for the machines rather than engage with the people behind the counters.

This scene isn’t just about fast-food convenience; it’s a vivid illustration of a growing discomfort with face-to-face interaction among the younger generation. As an executive coach working with thousands of lawyers, I’ve seen how this aversion to personal communication is seeping into law firms, posing a silent crisis that could undermine client relationships and the future of legal practice.

The Digital Comfort Zone

The rise of technology has revolutionized how we communicate. Texting, emailing, and video conferencing have become second nature, offering quick and efficient ways to connect without the nuances of in-person interaction. For digital natives, these methods are not just tools but preferred modes of communication.

However, this comfort comes at a cost. The skills required for effective face-to-face communication—reading body language, interpreting tone, engaging in active listening—are like muscles that weaken without use. In the legal profession, where trust and personal connection are paramount, this weakness can have significant consequences.

Consider the experience shared by a partner at a leading international law firm. Many young lawyers who began their careers during the COVID-19 pandemic have only known a work environment dominated by remote interactions. Accustomed to virtual meetings and emails, they’ve rarely had the opportunity to engage in person with their teams, let alone with clients.

“These associates are brilliant when it comes to legal analysis and drafting documents,” the partner noted. “But when it comes to face-to-face client interactions, they often feel out of their depth. They’ve missed out on those early career experiences where you learn by observing and participating in meetings alongside more seasoned attorneys.”

This lack of firsthand experience with in-person client meetings means that many young lawyers are less prepared to build the strong relationships that are essential in legal practice. They’ve become proficient in the technical aspects of their work but are underdeveloped in the soft skills that drive client trust and satisfaction.

Another example is a promising associate we’ll call Alex. He chose to send an elaborate email update to a long-standing client rather than meeting in person. The client felt neglected and expressed dissatisfaction to the partner, prompting the firm to realize that despite Alex’s legal expertise, his reluctance to engage personally was damaging client trust.

Similarly, a junior lawyer known for her exceptional research skills struggled during an in-person negotiation. Unaccustomed to reading non-verbal cues, she missed signals that the opposing counsel was still open to compromise. Only when a senior colleague stepped in to save the day did the negotiation get back on track. Later, the senior attorney advised her:

“You can’t rely solely on what the other side says outright. You need to read between the lines. If their tone and body language suggest there’s room for agreement, ask probing questions to find common ground that benefits your client.”

Why This Matters for Law Firms

1. Building Trust and Rapport: Clients seek advisors who not only understand the law but also connect on a human level. Personal interactions build the trust essential for long-term relationships.
2. Effective Advocacy: Lawyers must persuade opposing parties or judges. Mastery of face-to-face communication enhances credibility and persuasiveness.
3. Collaboration and Mentorship: Law firms thrive on teamwork. Personal interaction fosters a collaborative culture and facilitates the transfer of knowledge from seasoned attorneys to newcomers.
4. Networking Opportunities: Career advancement often depends on relationships built through networking. Reliance solely on digital communication can limit these opportunities.

Bridging the Communication Gap

Law firms must take proactive steps to address this challenge:

• Structured Communication Training: Implement programs that focus on developing interpersonal skills such as active listening, empathy, and non-verbal communication. Role-playing scenarios can provide practical experience.
• Mentorship Programs: Pair young lawyers with experienced mentors who exemplify strong communication skills. Encourage shadowing opportunities where associates can observe client interactions firsthand.
• Encourage Face-to-Face Engagement: Create a culture that values personal interaction. Promote in-person meetings over emails when appropriate to build confidence and competence in direct communication.
• Reintegrate Office Interactions: As workplaces reopen, facilitate regular in-person team meetings to rebuild the collaborative environment that fosters learning and professional growth.

A Call to Action

The image of youths choosing machines over human interaction is a metaphor for a broader issue facing the legal profession. As we embrace technological advancements, we must not neglect the fundamental human skills that form the bedrock of legal practice.

Law firms have a responsibility to equip the next generation of lawyers with the tools they need to succeed—not just in navigating legal complexities but in building the relationships that sustain their practice. By investing in communication training and fostering environments that encourage personal interaction, firms can ensure their young professionals are well-rounded, capable, and ready to meet the demands of a client-focused industry.

Let us not allow the allure of technology to erode the personal connections that define the profession. It’s time to step away from the kiosks and re-engage with the people we serve.

Roman Zakovsky is an executive coach and trainer whose clients include A&O Shearman, Baker McKenzie, BBH, advokátní kancelář, PRK Partners, attorneys at law, HAVEL & PARTNERS, SOTIO Biotech and Deloitte. He is an expert on leadership, relationship building, and business development.