**Key Takeaways**
1. **Human “Power Skills” are the New Competitive Edge:** While AI proficiency is table stakes, the ability to communicate, listen, negotiate, and build relationships forms a critical differentiator for businesses seeking to close multi-million dollar deals, secure client loyalty, and drive sustained revenue growth in an increasingly automated landscape.
2. **Over-Reliance on AI Risks Tangible Financial Losses:** Companies aggressively prioritizing AI at the expense of human interaction face potential client churn, diminished brand equity, and missed market opportunities. The convenience of AI, without the crucial human element, can lead to customer frustration and an inability to adapt to complex, nuanced business challenges.
3. **Strategic Investment in Human Capital is Paramount:** Businesses must foster a balanced approach, integrating AI tools while deliberately investing in “social intelligence” training and mentorship. This strategic blend of technological prowess and interpersonal mastery is essential for cultivating a resilient workforce, attracting top talent, and ensuring long-term market relevance and shareholder value.
Protocol School of Washington President Pamela Eyring explains why growing reliance on AI could weaken communication and relationship-building skills that remain critical to winning clients and closing deals.
As artificial intelligence rapidly embeds itself into the operational fabric of enterprises worldwide, a critical conversation is emerging within executive boardrooms: are companies inadvertently sacrificing invaluable human “power skills” at the altar of automation? While the market undeniably rewards technological adoption, experts like Pamela Eyring, President of the Protocol School of Washington, caution that an exclusive focus on AI proficiency risks eroding the very interpersonal capabilities — communication, active listening, constructive disagreement, and relationship-building — that remain indispensable for securing client trust, closing high-stakes deals, and fostering enduring market success.
Eyring articulates a compelling argument that while AI drives efficiency, the human element provides the crucial competitive differentiator. In a business environment increasingly shaped by algorithms, the ability of employees to forge genuine connections, understand nuanced client needs, and navigate complex negotiations is not merely a soft skill but a hard commercial imperative. For companies vying for market share and investor confidence, neglecting these fundamental human attributes could have significant, measurable financial repercussions.
According to Eyring, these “power skills” are not merely desirable; they are “essential skills that we need as human beings in business.” In an era where AI platforms are continually expanding their capabilities, the temptation for employees to lean heavily on chatbots for instant answers and minimal pushback is profound. While this offers immediate gratification and perceived efficiency, Eying warns of a hidden cost: “It doesn’t dispute us. It’s so nice to us, it’s so good. ‘Oh, that’s a great idea, Pamela, let’s do that.’ And sometimes your ideas aren’t good. That’s why I’m afraid we’re gonna lose our people skills and, more importantly, our relationships.”
As artificial intelligence becomes more embedded in the workplace, Eyring warned that employees shouldn’t allow the technology to replace communication and relationship-building skills.(Napong Rattanaraktiya/Getty Images / Getty Images)
This lack of critical feedback, readily available from a human colleague but absent from an AI, carries tangible business risks. Flawed strategies or unvetted proposals, greenlit by unchallenged AI, can lead to costly errors, missed market opportunities, and ultimately, a detrimental impact on a company’s bottom line and shareholder value. The convenience of AI, therefore, must be balanced with the rigor of human scrutiny and collaborative problem-solving.
**Balancing Tech Prowess with Deal-Making Acumen**
The modern employer’s mandate is dual: proficiency with AI and emerging technologies is expected, yet this alone does not equip an employee to confidently present an idea to a skeptical board, intuitively read the emotional tenor of a negotiation room, or cultivate a multi-million-dollar client relationship. Eyring underscores this critical dichotomy: “They want you to be smart with AI, but they also want you to be able to close a billion, a multi-billion dollar deal.” The implication is clear: technical expertise is a foundational requirement, but the ability to translate that into tangible business outcomes requires a sophisticated blend of analytical and interpersonal acumen.
Technical prowess without the ability to articulate value, build trust, and manage expectations through human interaction can render even the most innovative solutions inert. Eyring points out that the accumulated experience and wisdom of a professional’s career, often conveyed through subtle cues, empathy, and persuasive communication, cannot be replicated by an algorithm. This sentiment resonates deeply in sectors like financial advisory, complex sales, and strategic consulting, where client relationships are the bedrock of revenue generation and long-term contract value.
The consequences of over-reliance on AI are already manifesting in the talent pipeline. Eyring recounts instances where job applicants, seemingly leveraging AI for their application materials, presented resumes with glaring errors, such as “still brackets, you know, ‘fill in the blank here.'” This isn’t merely an embarrassing oversight; it signals a potential lack of attention to detail, critical thinking, and personal investment—qualities that are paramount for any role, let alone those requiring complex client engagement or strategic decision-making. Such missteps can lead to poor hiring decisions, increased recruitment costs, and ultimately, a workforce ill-equipped to meet the nuanced demands of the market.
Protocol School of Washington President Pamela Eyring told FOX Business that workers need to maintain strong interpersonal skills as artificial intelligence becomes more prevalent in the workplace.(FOX Business)
**The Tangible Cost of Neglecting Human Connection**
The most stark warning from Eyring centers on the direct financial implications for businesses that prioritize automation at the expense of human interaction. When asked if companies risk paying a financial price for aggressive automation without safeguarding human skills, her response was unequivocal: “Yes, it’s dangerous.”
She elaborates: “They can’t go full steam ahead and not take into consideration the people… If it is not balanced, they are going to lose clients and that’s where you lose money.” This is not an abstract threat. Customer frustration stemming from an inability to reach a human, or encountering an employee who lacks the empathy and understanding to address their unique situation, directly translates into churn. Lost clients mean lost revenue streams, decreased customer lifetime value, and a damaged brand reputation—all of which erode shareholder value and competitive standing.
In an increasingly commoditized market, the human touch often serves as the ultimate differentiator. “They want real people,” Eyring emphasizes, highlighting the inherent human need for connection and personalized service, particularly when dealing with complex problems or significant investments. Companies developing their AI strategies must critically assess “where do we need to keep the people for that connection and continue to build our reputation and our brand.” This strategic allocation of human capital alongside technological investment is crucial for maintaining market trust and brand equity.
Eyring warned that relying too heavily on AI could erode employees’ ability to communicate, listen, disagree and build relationships with other people.(Drazen Zigic/Getty Images)
**A Broader Challenge: Remote Work and Mentorship Gaps**
Eyring points out that AI is not solely to blame for the erosion of workplace communication skills. She notes that a pre-existing trend toward more casual workplace cultures, significantly accelerated by the COVID-19 pandemic and the widespread adoption of remote work, had already begun to diminish informal “water cooler conversations.” These impromptu interactions were crucial for employees to test ideas, receive casual coaching from supervisors, and develop crucial social intelligence. Remote work also curtailed opportunities for supervisors to mentor employees organically, working alongside them and offering real-time guidance.
AI, Eyring argues, has simply introduced another layer of complexity to this already fractured communication landscape. “I’m not sure where we’re at, but it’s not pretty,” she laments, underscoring the compounding challenges businesses face in cultivating a skilled and connected workforce.
While younger generations are sometimes unfairly blamed for perceived social skill deficiencies, Eyring offers a more empathetic perspective. Many younger workers simply haven’t had the same opportunities for informal observation and mentorship that older generations experienced. However, she notes their eagerness to learn, evident in her experience teaching professional skills to students entering the workforce. This suggests a receptive audience for targeted professional development.
Ultimately, Eyring places responsibility on employers, urging companies to proactively teach workplace expectations and professional norms during onboarding and throughout an employee’s tenure, rather than assuming prior knowledge. This represents a crucial investment in human capital that can yield significant returns in employee retention, productivity, and client satisfaction.
Eyring said some job applicants have apparently relied so heavily on AI-generated résumés that placeholder instructions were left in their application materials.(Jakkapant Turasen / Getty Images)
**Market Impact**
The insights from Pamela Eyring carry significant implications for market participants, investors, and corporate strategists. Companies that successfully navigate the dual imperative of AI adoption and human skill development will likely command a premium in the market. Investors will increasingly scrutinize not just technological innovation but also a company’s investment in human capital and its capacity to maintain strong client relationships. Those that neglect the latter risk facing higher customer acquisition costs, increased client churn, and a diminished competitive moat, directly impacting revenue forecasts and ultimately, stock valuation. Businesses demonstrating a balanced approach, where AI augments rather than replaces critical human interaction, are better positioned for sustained growth, enhanced brand equity, and superior long-term shareholder returns. Conversely, an over-reliance on automation without a corresponding investment in “social intelligence” could lead to a devaluation of human capital within the enterprise, making companies vulnerable to market disruptions and eroding investor confidence. The market will reward those who strategically blend the efficiency of artificial intelligence with the irreplaceable power of human connection.
Eyring said remote work reduced informal workplace interactions and mentoring opportunities before the rapid expansion of AI added another challenge.(Daniel Acker/Bloomberg via Getty Images / Getty Images)
While younger generations are sometimes blamed for lacking social skills, Eyring noted that younger workers often haven’t had the same opportunities as older generations to observe workplace behavior and learn through informal coaching.
Many are eager to learn, she said, pointing to her experience teaching professional skills to students preparing to enter the workforce.
Eyring said employers also bear responsibility, arguing that companies should clearly teach workplace expectations and professional norms during onboarding rather than assuming younger employees already know them.
Ultimately, Eyring said businesses don’t have to choose between embracing AI and maintaining the human relationships that help build trust with employees and customers.
The best investment is in your people, she said.