Building Data-Driven Teams: Focusing On Soft Skills

Ed. note: This article first appeared in an ILTA publication. For more, visit our ILTA on ATL channel here.

Data-driven roles are redefining industries worldwide, bringing the ability to analyze and act on data to the forefront of business strategies.

For law firms, embracing data presents an exciting opportunity to optimize processes, better serve clients, and stay competitive. However, hiring for data roles in a law firm should encompass more than finding people with the desired technical qualifications and practical experience.

The goal should be building teams that thrive in a complex, dynamic environment. Beyond technical skills, three critical soft skills — intellectual curiosity, a spirit of service, and comfort in gray space — are essential for building high-performing, resilient data teams in the legal sector.  

This white paper explores why the three qualities above are essential for success in legal data-driven roles. Moreover, law firms can use them to create a team that drives innovation and operational excellence.  

Intellectual Curiosity: Fueling Innovation and Growth in Law Firms  

Intellectual curiosity is the drive to learn, ask questions, and seek continuous improvement. This quality is crucial in the legal data landscape because data roles require professionals to stay current on rapidly evolving trends, technologies, and best practices.

Data science constantly changes, and new tools and techniques are always emerging. For example, a data analyst in a law firm might need to keep up with advancements in predictive analytics to stay competitive or understand new regulations that affect data usage. Without curiosity, teams risk stagnation and may fall behind on innovative solutions that could improve the firm’s offerings.  

But intellectual curiosity does more than keep a team updated; it drives creativity and the ability to look beyond the obvious. When team members are genuinely curious, they are more likely to propose unique solutions, experiment with new methods, and take a proactive approach to problem-solving. They look at data for patterns and stories, asking more profound questions that reveal insights beneficial to clients.

For law firms, having a team motivated by curiosity means having a team that can anticipate clients’ needs, adapt to changes, and constantly push for improvement.  

Law firms can look for candidates passionate about learning and improving during recruitment. One way to identify this trait is by asking candidates about projects they have pursued independently or exploring how they keep up with changes in their field. Look for candidates who view setbacks as learning opportunities, as this reflects an eagerness to grow — a quality that will serve both the individual and the team well.  

Spirit of Service: Creating Value for Clients and Building Strong Relationships  

In law, where client relationships are paramount, a spirit of service is indispensable. This quality is about putting the needs of others first and being committed to delivering exceptional value.

For data professionals in law firms, a spirit of service involves understanding and empathizing with the needs of clients, partners, and internal stakeholders. It’s about going beyond the numbers to provide insights that help clients make informed decisions and solve real problems.  

A spirit of service builds trust and rapport, essential for long-term client relationships.

For example, a data scientist in a law firm with a strong service mindset might not just report on trends in legal data; they may also anticipate clients’ questions, interpret the data meaningfully, and ensure that insights are accessible. They might even collaborate with lawyers to present data-backed recommendations in client meetings, adding value by showing how the data applies directly to client needs.  

In data-driven roles, a spirit of service also means recognizing that one’s role is to make complex data understandable and actionable for others. This way of interacting with others is especially relevant in law firms, where lawyers and clients may not be familiar with the technicalities of data. The best data professionals find ways to communicate complex insights in simple, practical terms, ensuring that data becomes a tool for decision-making, not just a report that sits on a shelf.  

Firms can assess this quality during hiring by exploring a candidate’s past experiences working in client-facing or collaborative roles. Asking how they have handled difficult situations or worked to understand client needs can reveal their orientation toward service. This assessment might also involve looking for people who actively seek feedback and are dedicated to improving the quality of their work for the benefit of others.  

Comfort in the Gray Space: Thriving in Ambiguity and Complexity  

Comfort in the gray space is the ability to navigate ambiguity, deal with uncertainty, and remain effective in complex situations. This skill is essential in data-driven roles, especially in the legal sector, where data is often incomplete, regulations change frequently, and multiple stakeholders bring different needs and perspectives to a project.  

Legal data projects can be intricate and require interpreting inconsistent or conflicting information. A data analyst comfortable in the gray space can handle these complexities without feeling overwhelmed, working through challenges logically and confidently.

For example, a legal data analyst working on a case law data project might face issues where specific data is unavailable or contradictory. Rather than becoming discouraged, they will find ways to work around the gaps, using approximate solutions and being transparent about uncertainties.  

Comfort in gray space also involves resilience and flexibility. Professionals with this quality can adjust their approach when unexpected changes arise — such as a sudden shift in data policy or a new client request. Instead of seeing change as an obstacle, they view it as an opportunity to test their skills, learn, and improve.  

Having data teams that can adapt to ambiguity is crucial for law firms. Legal issues are often complex and unique, and data roles in this field require team members who can make decisions and provide value even without clear-cut answers. Navigating the gray space allows data professionals to maintain momentum and contribute meaningfully, even amid uncertainty.  

In interviews, law firms can assess this skill by asking candidates to describe situations where they had to work without clear direction or when they faced unexpected challenges. Look for candidates who demonstrate a sense of calm and composure in these situations and take the initiative to find solutions even when conditions are less than perfect.  

Building a Resilient, Innovative Data Team   

The legal sector is at a transformative crossroads, with data-driven insights poised to play a pivotal role in shaping the industry’s future. However, law firms need data teams that bring technical expertise and a spirit of service, intellectual curiosity, and comfort in the gray space to make the most of this transformation.  

Firms can build an adaptable, empathetic, and resilient team by focusing on these three soft skills. This type of team can handle the technical aspects of data and communicate insights effectively, meet client needs, and thrive in a dynamic environment. Law firms that invest in hiring and nurturing these qualities in their data professionals ensure a better position for their team to innovate and offer meaningful value to clients.  

Ultimately, a well-rounded data team is a valuable asset for any firm. By valuing curiosity, service, and adaptability in hiring and development, law firms can build teams prepared to navigate the complexities of the legal data landscape and drive positive change in an ever-evolving industry. 

Rachel Shields Williams is a Director of Knowledge Management at Sidley Austin, with extensive experience in legal business development, marketing, sales, and technology. She identifies and meets customer needs, creates and executes innovative solutions, and leads impactful global initiatives. She is also a leader and contributor in the legal community, serving on the LMA International Board, the ILTA Program Planning Council, and a Fellow in the College of Legal Practice Management. 

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