Legal Trends for 2026: What Greensboro Bar Lawyers Need to Know

The legal profession is no stranger to change, but as we head into 2026, the pace and scope of that change feel different. Technology is reshaping daily practice, clients are rethinking value, and demographic shifts are forcing firms to confront questions they’ve put off for years.

Add in evolving business models and a new generation of lawyers with different expectations, and it’s clear that the practice of law looks meaningfully different than it did even five years ago.

These trends aren’t limited to large firms or coastal markets. They affect Greensboro Bar Association lawyers across practice areas and firm sizes – and they reward those who plan ahead.

Artificial Intelligence Is Now Part of the Job

Artificial intelligence is no longer a “future” issue. For many lawyers, it’s already part of everyday work. According to Clio’s Legal Trends Report, AI adoption among lawyers jumped dramatically from 19% in 2023 to 79% in 2024.

As Clio CEO Jack Newton said in the report, “AI has reached the level of adoption the cloud took a decade to obtain.”

Most lawyers aren’t using AI to replace legal judgment. Instead, they’re using it to support routine but time-consuming tasks such as research, first drafts of documents, summarizing information, and organizing data. Used properly, AI can free lawyers to spend more time on strategy, counseling, and decision-making.

What’s changed most recently is how firms are thinking about training. Some firms have recognized that AI competence doesn’t happen by accident. According to a November 2025 Reuters article, the global law firm Ropes & Gray, is allowing associates to devote 20% of billable time to “hands-on AI exploration”. This is dedicated time to learn and experiment with AI tools, understand their limitations, and think critically about ethical use. This approach treats AI as a professional skill, not a shortcut.

For Greensboro Bar lawyers, the message is clear, AI is becoming part of basic professional competence, and they need to understand the tools they’re using, and the risks that come with them.

Prediction: Greensboro Bar lawyers will see more AI CLE programs and more discussion among practitioners, “what AI tools are you using and finding helpful in your practice?”

The Billable Hour Is Under Pressure (Again)

As AI makes legal work more efficient, it also puts pressure on traditional billing models. When technology can significantly reduce the time needed for certain tasks, clients understandably question whether time-based billing still reflects value.

Many firms are seeing increased interest in flat fees, phased pricing, and other alternative fee arrangements. Clients want predictability and transparency, and they’re more willing than ever to compare providers based on those factors.

This doesn’t mean the billable hour is disappearing. But it does mean firms need to think carefully about when hourly billing makes sense and how it aligns with client expectations. In an AI-enabled practice, value is increasingly measured by outcomes, not time spent.

Predictions: More Greensboro Bar law firms will include alternative billing discussions as part of their 2026 annual law firm retreats and monthly partner meetings. If you are a Lawyers Mutual insured and you need a guest speaker or facilitator to help with these discussions, give us a call.

Private Equity Is Already Influencing Law Firms

Private equity in law firms is often framed as a debate about non-lawyer ownership. But that framing misses what’s actually happening. Even in jurisdictions like North Carolina, where non-lawyer ownership remains prohibited, private equity is already influencing the legal profession.

As Brooke Lively wrote in her January 2026 Attorney at Work article, “Mea Culpa: What I Got Wrong About Private Equity in Law Firms”, private equity’s impact shows up through alternative structures – those legal-adjacent businesses, technology vendors, managed services organizations, and affiliated entities that shape how firms operate. The more important question isn’t simply who owns the firm, but who controls key decisions.

Governance matters. Who sets growth goals? Who influences staffing, compensation, and client selection? These questions raise real ethical and risk-management concerns, even when formal ownership rules are followed.

Clients are also paying attention. Transparency in business relationships and financial influences is becoming part of client trust. In 2026, lawyers need to understand not just the rules, but how evolving business models intersect with professional responsibility.

Prediction: Greensboro Bar lawyers will follow with greater interest discussions around private equity and its influence on law practices. Follow Tom Lenfestey, CEO and founder of the Law Practice Exchange on LinkedIn for more information about law firm trends (as well as the buying / selling law firms process).

Succession Planning and Retirement Can’t Be Ignored

One of the most significant trends shaping the profession has nothing to do with technology. It’s demographics.

The total number of lawyers in the U.S. reached about 1.37 million in 2025, up from 1.35 million the prior year – the first growth since 2020 according to the American Bar Association.

Despite this growth, the overall expansion of the profession has slowed over the past decade. According to the ABA’s data, a substantial percentage of practicing lawyers are at or beyond traditional retirement age. Nearly 14% of all lawyers are age 65 or older, compared with about 7% of workers across all occupations. We know from personal experience that lawyers tend to work longer than professionals in many other fields, into their 70’s and even 80’s.

Despite this, succession planning is still often delayed. Many lawyers intend to “slow down eventually,” but without a concrete plan for transitioning clients, leadership, or ownership. When departures happen suddenly, the results can be painful – for clients, colleagues, and families.

In 2026, succession planning is less about exit and more about continuity. Phased retirement, mentoring, and intentional client transitions help protect firm value and reduce risk. Firms that treat succession planning as a core business issue, not a personal one, are far better positioned for long-term stability.

Prediction: Greensboro Bar lawyers will begin planning their own retirement at a much earlier stage than the generation ahead of them. If you are a Lawyers Mutual insured, reach out for a free 1-hour consultation with Camille to discuss succession planning, winding down, or selling your law practice.

Young Lawyers Are Rethinking Legal Careers

Younger lawyers are approaching their careers differently.

Law school applications suggest continued interest in the profession, but younger lawyers are far less likely to assume that success follows a single, traditional path. Many are open to alternative roles – legal tech, startups, in-house positions, or flexible practice models – if those roles offer meaningful work, learning opportunities, and a sustainable lifestyle.

Retention remains a challenge, driven by concerns about workload, mental health, and unclear career paths. Younger lawyers tend to value experiential learning, timely feedback, and opportunities to build practical skills early.

Technology plays a major role here. AI and other tools aren’t just productivity aids; they’re learning platforms. Firms that invest in structured training – like Ropes & Gray’s approach to AI skill development – send a clear message that they see young lawyers as long-term investments, not just billers.

For Greensboro firms, this doesn’t require a large-firm budget. It does require intention: mentoring, transparency about career progression, and opportunities for younger lawyers to develop skills that matter in modern practice.

Prediction: The Young Lawyer Section of the Greensboro Bar will play an even more important role in the life of young lawyers encouraging networking that furthers career growth, as well as education programs that prepare young lawyers for the leadership and substantive skills that will prepare them for the future.

The New Lawyer Skill Set

All of these trends point to a broader shift in what it means to be a competent lawyer. Legal knowledge remains essential, but it’s no longer enough on its own.

Today’s lawyers are expected to understand technology, communicate clearly with clients, manage risk, and adapt to change. Leadership, judgment, and business awareness matter at every career stage.

Bar associations, firms, and individual lawyers all have a role in supporting this evolution through education, mentoring, and thoughtful planning.

Prediction: The Greensboro Bar Association will begin a new strategic look toward the future – to make sure they are preparing lawyers for the legal marketplace that is unfolding before us.

Looking Ahead

The legal profession in 2026 is shaped by powerful, overlapping forces: AI, changing client expectations, evolving business models, demographic realities, and generational change. None of these trends exist in isolation.

For Greensboro Bar lawyers, the opportunity lies in preparation. Investing in technology competence, addressing succession planning early, and engaging younger lawyers intentionally can help firms and practitioners navigate change with confidence.

The future of the profession will belong to those who see these developments not as disruptions to resist, but as realities to understand, and opportunities to shape.

Camille Stell is the Vice President of Risk & Practice Management for Lawyers Mutual and the co-author of the book, RESPECT – An Insight to Attorney Compensation Plans available from Amazon. Continue this conversation by contacting Camille at camille@lawyersmutualnc.com or 800.662.8843.