As the first Native American woman to lead the American Bar Association, Mary Smith is no stranger to breaking barriers. With a background in mathematics and computer science, she took an unconventional path to law that shaped her analytical approach to leadership. She’s tackled some of the profession’s biggest challenges: the role of AI in legal practice, the widening gap in access to justice, and the erosion of public trust in democratic institutions. In this conversation, Smith shares her insights on where the legal industry is headed, how the ABA is evolving, and what she believes is every lawyer’s responsibility to society.
Crouse: When did you know you wanted to pursue a leadership role in the legal profession?
Smith: I grew up in Chicago, and unlike many, I didn’t always aspire to be a lawyer or devote much of my career to public service. My focus was on mathematics and computer science—that was my undergraduate degree—but I was primarily interested in the practical applications of business. Through computer science, I tackled business problems and helped people. However, I realized that while computer science was valuable, it was limiting. I wanted to use my analytical skills, build personal relationships, and influence others through writing and advocacy to make a broader impact. That’s when I decided to go to law school. As a lawyer, I became involved in the American Bar Association to be part of something bigger than myself and work on issues I care about.
What prompted that change of heart?
I was working in the computer science field, and after reflecting on my career, I realized the part I enjoyed most was helping people. But I felt like other aspects of my personality—writing, speaking, and working on different issues—weren’t fully utilized. I started thinking about how I could have a broader impact, and that’s when I considered law school.
What are the most powerful forces shaping the legal industry today, and how is the ABA adapting?
One major force shaping the legal industry—and the world—is artificial intelligence. AI can potentially improve many aspects of legal practice, an industry notorious for paperwork. Lawyers are already using AI to boost productivity and increase access to justice, implementing it to draft contracts, conduct research, and formulate arguments. Those who understand how to leverage AI will be in high demand.
The ABA has a long history of addressing critical legal issues, and this is no different. As president, I created the ABA Task Force on Law and Artificial Intelligence to comprehensively assess AI’s impact on legal practice and its ethical implications, including protecting client confidentiality. The task force tackles issues such as bias, cybersecurity, privacy, AI governance, best practices, and AI’s role in legal education and the courts.
Do you think older generations who did paperwork by hand will resent AI’s role in the legal field?
Some may comment on it, but even seasoned attorneys benefit from AI. Research that used to take days can now be done in hours or minutes. Of course, results need to be checked, but AI can potentially transform the legal profession. Whether experienced or new, most attorneys appreciate the efficiency that AI brings. Even using Google is using AI, so it’s already integrated into our daily work.
What aspect of the legal field would benefit most from AI’s efficiency?
AI has the potential to impact all areas. The ABA Task Force on AI is taking a comprehensive look at six key areas: legal education, court operations, intellectual property, and patents. One area of particular interest is access to justice. The Legal Services Corporation reports that 92% of low-income individuals cannot access the necessary legal services. AI hasn’t yet fully addressed this justice gap, but it can potentially make legal services more accessible.
Would you say there’s a significant gap between the demand for legal assistance and the availability of professionals? Can AI help close that gap?
AI has the potential to help, but it’s still in its early stages. The legal profession is exploring ways to use AI to address unmet legal needs when human lawyers aren’t available.
How do you measure success in your role at the ABA?
As president, I prioritized serving our members. One key measure of success is securing funding for legal aid. The ABA has successfully obtained funding increases for legal services for low-income individuals. Another measure is reach. I created a presidential speaker series featuring leaders like Ken Frazier, Ken Chenault, Secretary Deb Haaland, and Oscar-winning director Martin Scorsese. The series received over 2 million views on social media, which, to me, significantly impacted the ABA’s visibility.
A career like yours comes with setbacks. Can you share one that shaped your leadership style?
Earlier in my career, I was CEO of the Indian Health Service, which provides healthcare to over 2 million people. We aimed to realign staff—not a full reorganization, just adjustments to better serve our mission. I asked the chief administrative officer, who was highly knowledgeable, to lead the effort. After reviewing and approving a draft, I delegated its presentation to staff. However, some perceived it as a final decision, and there was significant pushback.
I learned that making change is one of the hardest parts of leadership, and people won’t follow unless they feel involved in the process. I had to retrench and take a more collaborative approach. We held town halls, collected written feedback, and created opportunities for input. That experience reinforced the importance of transparency and engagement in leadership.
Has that collaborative approach stayed with you at the ABA?
Absolutely. When I became ABA president, I wanted to develop a strategic plan, but I didn’t want it to be one of those documents that looks great but sits on a shelf. I wanted it to be an active roadmap. Rather than hand-picking the entire Strategic Planning Committee, I had leadership colleagues select most members. We also conducted extensive outreach to ABA groups for input. By the time we finalized the plan nearly a year later, there was broad consensus, and we could adopt it in a single board meeting.
What role should the legal profession play in social and environmental progress? How is the ABA advancing those efforts?
Lawyers shape laws and develop policies, so the legal profession plays a vital role. The ABA has several entities focused on environmental law, developing sustainability policies, and environmental justice initiatives. In climate change, the ABA serves as an official observer to the United Nations climate change conferences.
I’m curious about the organization’s values, how they’re communicated to members, and how they translate into real-world action and change. How do those broader goals manifest in tangible ways?
The organization has a few high-level goals, which I think every member is aware of. The first, which I already mentioned, is to serve our members. Another is to eliminate bias in the legal profession, and a third is to advance the rule of law. These goals serve as our North Star—they are immutable, and everything we do aligns with them in some way, regardless of the specific issues that arise over time.
Under these overarching goals, almost every area of law has a dedicated group within the ABA working on it, whether through programming, publications, or advocacy.
If you could ask the Worth readership to do one thing to strengthen access to justice or improve the legal system in general, what would it be?
I’ll start with a statistic: Pew Research recently found that Americans’ faith in government institutions is near its lowest level in seven decades of polling. This is troubling evidence of the urgent need to restore the integrity and accountability essential to a functioning democracy.
We all have a role to play in rebuilding this trust. One critical step is to promote civic education, advocate for judicial independence, and serve as examples of integrity and ethical leadership. Another is to participate in and organize public forums to educate and engage fellow citizens about the significance of the rule of law.
As ABA president, I created a task force on American democracy because maintaining it requires active participation from every American. We must protect our right to vote, engage respectfully, demand accountability from our leaders, and uphold justice and equality. A thriving democracy depends on informed citizens who critically evaluate information and engage in dialogue.
Our motto at Worth is “worth beyond wealth.” That means encouraging our readership—high-net-worth individuals and people with influence—to use their resources to make the world a better place. What does “worth beyond wealth” mean to you?
That phrase resonates with me because I believe the most critical measure of success isn’t how much money you make but how many people you touch and inspire. That belief is what led me to become deeply involved with the American Bar Association—it’s a way to be part of something bigger than yourself.
The ABA strongly emphasizes access to justice, disaster relief, and supporting youth and law students. Through our programming and advocacy, we engage and inspire our members meaningfully.
Are there any upcoming projects or initiatives that you’d like to flag for our readership?
Yes, the Task Force for American Democracy is continuing its work. We are speaking, providing information, drafting op-eds, developing programming, and soliciting volunteers to support our efforts.
