As artificial intelligence continues to permeate the workplace, many professionals are rushing to master the latest AI tools. However, Francisco Tonarely, a business development representative in enterprise technology, argues that the human skills that complement AI are equally crucial. These skills include communication, adaptability, judgment, curiosity, and relationship-building.
Tonarely, based in Miami, believes that AI should not be seen as a competitor but as a tool to enhance human abilities. "The goal should not be to compete with AI at the things it can do faster," he said. "The opportunity is to become better at the things that still require context, judgment, communication, and understanding other people."
Recent research underscores the importance of these skills. According to Deloitte's 2026 Global Human Capital Trends research, 85% of leaders consider developing organizational and workforce adaptability critical, yet only 7% say their organizations are leading in helping workers continuously grow and adapt. The study, conducted with Oxford Economics, surveyed over 9,000 business and HR leaders across 89 countries.
Adaptability is a top priority for Tonarely because AI is rapidly changing job expectations. Deloitte's research shows that one-third of workers experienced 15 major changes in the past year, but only 27% said their organizations managed change effectively. Tonarely emphasizes that adaptability requires discipline: "You cannot change direction every time something new gets attention. At the same time, you cannot become so attached to the way you have always worked that you stop noticing when there is a better way."
Curiosity is another essential skill. With AI providing quick answers, Tonarely stresses the importance of asking the right questions. "The fact that you can get an answer quickly does not mean you should stop asking questions," he said. Deloitte's January 2026 study of 1,394 employees identified curiosity as one of the enduring human capabilities associated with high-performing teams in the AI era, along with resilience and emotional intelligence.
Human judgment remains critical. AI can suggest actions, but someone must decide if they make sense. Tonarely notes, "Good judgment comes from understanding the situation, not just having information." Deloitte's research linked competitive differentiation to human capabilities like judgment, and found that a technology-focused approach to AI was 1.6 times more likely not to achieve returns exceeding expectations than a human-centered approach.
Communication is also more important when information is easier to produce. Tonarely explains, "You can have all the information in the world and still communicate it poorly. You have to understand who you are speaking with, what matters to them, and what they actually need." This skill is especially vital in sales, where conversations involve varying levels of technical understanding.
Relationship-building cannot be automated. AI can aid preparation, but trust is built through repeated interactions. "Technology can help you prepare, but it cannot make somebody trust you," Tonarely said. AI should create more opportunities for meaningful interaction, not just increase outreach volume.
Tonarely advocates for developing AI and human skills together. Deloitte found that only 6% of leaders are making progress in designing effective people-AI interactions, and 65% believe their culture needs significant change. Tonarely encourages individuals to take responsibility for their development, experimenting with AI while strengthening their judgment, communication, and relationships. "The people who do well are not necessarily going to be the ones who resist AI or the ones who depend on it for everything," he said. "It will be the people who learn how to use it while continuing to develop their own human skills."
