The legal industry has long drawn a hard line between “legal” and “technical” roles. Attorneys practiced law. IT departments managed tech. Legal assistants supported attorneys. But as digital tools permeate every corner of law firm operations, from matter management and eBilling to workflow automation and AI, that distinction no longer holds.

The reality is what McKinsey called: “we’re all techies now”. And legal administrative professionals are no exception.

The Support Function Is Being Rewired

Over the last two years, firms have rapidly adopted new platforms to manage documents, billing, client communications, and internal workflows. Many are embracing AI-enabled tools, workflow routing systems, and increasingly complex reporting dashboards. But without a workforce that’s digitally fluent, these investments risk falling flat.

Legal support roles are now deeply integrated with technology. Whether preparing invoices via eBilling portals, monitoring deadlines in matter management systems, managing intake through client relationship tools, or utilizing collaborative platforms for document production, it is essential that support professionals demonstrate strong digital proficiency, adaptability, and initiative.

And yet, many firms still onboard legal admins as if it were 2010: shadow someone for a week, get the passwords, figure it out. That model simply doesn’t work in a digitally complex environment.

Digital Competency: A New Core Skill

McKinsey’s recent research shows companies that lead in AI and digital fluency outperform their competitors by two to six times. While law firms don’t compete on shareholder return, the same competitive pressures exist: win clients, improve efficiency, reduce error, and retain talent.

To achieve these goals, firms must build broad-based tech fluency across their legal support teams. This doesn’t mean turning legal admins into engineers. It means making sure they:

• Understand how legal technology systems work together
• Can troubleshoot or escalate tech issues appropriately
• Know the data lifecycle: from intake to storage to retrieval
• Use analytics dashboards and workflow tools confidently
• Embrace new digital platforms as part of their job

This isn’t just about tools. It’s about mindset: cultivating a culture where support staff are comfortable navigating technology, adapting to new systems, and continuously learning.

Why One-Size-Fits-All Training Fails

One of McKinsey’s key findings: generic training doesn’t close the digital skills gap. Upskilling must be tailored, embedded, and role-specific. In law firms, that means moving beyond “how-to” videos and login credentials. Effective digital training for legal admins should include:

• Scenario-based learning: how to manage client billing through a platform under a tight deadline
• Real-time coaching: support teams learning side-by-side with technology champions
• Role-based pathways: different tracks for admins focused on billing, document production, or hybrid support
• Microlearning formats: quick, digestible learning moments integrated into the workday
• Digital academies: ongoing, firm-specific resources that update as technology evolves

This kind of approach helps legal support staff gain both technical comfort and business context — the why and how behind the systems they use.

From Adoption to Empowerment

The adoption of technology in legal services involves not only implementing new tools but also changing existing work processes. And support professionals are often at the center of that transformation. They’re the first to engage with new systems, the ones routing requests, flagging breakdowns, and ensuring processes run smoothly.

But without the right training and empowerment, digital transformation risks turning skilled admins into frustrated middlemen. Firms that are thriving in this space are investing in:

• Cross-functional training, so admins can shift between tech systems, matter types, and even practice groups
• Embedded support, where IT or operations staff work directly with admin teams to answer questions and guide learning
• Career development, showing admins how tech skills can open paths into operations, legal project management, or innovation roles

Leadership Must Model the Change

Executives and firm leaders play a pivotal role. If business and legal leadership treat technology as an IT-only concern, support staff will too. When leaders demonstrate digital curiosity, set aside time for learning, and encourage technological fluency as a factor in performance, it can lead to cultural change.

Firms also need to set expectations and incentives. Tie digital skill building to performance goals. Make training part of the employee lifecycle. Track outcomes, not just participation. Just as lawyers must now learn AI's ethical implications, legal admins must be given the structure and support to grow into their increasingly digital roles.

Looking Ahead: Build the Workforce You’ll Need Tomorrow

McKinsey predicts that nearly 60% of global workers will need training by 2030 due to tech and business model changes. Law firms should invest in their legal admin staff now to ensure a resilient support system for the future.

As technology becomes integrated into every function, firms increasingly view legal support as digital, strategic, and an important component of client service rather than solely an administrative task.

And that starts by treating legal admins like the tech-enabled professionals they’re already becoming.