GettyWith artificial intelligence taking over more routine tasks, many workplace leaders say the skills that will matter most in today’s job market are the ones that can’t be replicated by technology: communication, emotional intelligence, and relationship-building. In fact, in a recent MIT commencement speech, AMD CEO Lisa Su emphasized the need for human skills saying that “for everything that AI can do, AI can’t decide which problems are worth solving. It can't make the hard judgments when the data is not there [and] it can't take responsibility for the outcomes.” As a result, Su said, “technology itself does not decide what the future looks like—the best people do.”That’s why, as Forbes’ careers staff writer, I took it upon myself to take the popular online behavior and communication assessment known as DISC. I wanted to better understand my own strengths, blind spots, and communication patterns—and how these habits might impact my effectiveness as a colleague and leader. The online assessment measures your behavioral style across four dimensions: dominance (D), influence (I), steadiness (S), and conscientiousness (C).The assessment definitely offered a revealing look at how I naturally approach conflict, decision-making, and collaboration. But it left me with a larger question: Is a decades old behavioral assessment such as DISC still relevant for helping professionals grow today? To find out, I spoke to leadership coaches and DISC facilitators about how they use the assessment with executives, managers, and teams, even in the age of AI. What Is A DISC Assessment?According to author and executive leadership coach David Langiulli, DISC differs from other popular assessments like Myers-Briggs because it focuses more on your behavioral patterns rather than just your personality. “Anyone who's reading this knows, especially as a parent, that your personality is relatively fixed,” said Langiulli. “You come into the world and it's pretty baked in. Whereas when you’re in organizational life, you can adjust your behavior depending upon the situation that you're in and the people you're with. So behavior is very modifiable. Personality is relatively fixed, which is why I like to use the DISC profile when I'm working with leaders.”Langiulli, who has worked with executives at organizations and institutions like UNICEF, Yale, Harvard, and Stanford, explained that the assessment is like “a mirror reflecting back at you your behavioral and communications tendencies.”More often than not, he said, leaders use the assessment in team settings to understand their own communication preferences and how other members on the team want to be communicated with.“So this is something we call the platinum rule as opposed to the golden rule,” he said. “The golden rule is do unto others as you have them do unto you. The platinum rule is do unto others as they want it done unto them.”For example, if someone takes the assessment and finds out they fall in the dominance category, that means they likely prefer direct communication and swift decision-making. If they have a colleague who falls in the conscientiousness category like myself, then that means they have a peer who may overthink or spend extra time refining details, which is helpful to know when the two individuals are collaborating on a project. How DISC Can Help Your Career In The AI EraAmid the rise of AI, as human skills become more valuable, executive coach and DISC facilitator Julie Chance emphasized that the assessment can help with “enhancing your emotional intelligence, communication skills, getting along better with other people and leading more effectively.” She added that it’s also very helpful in learning how to navigate conflict and understanding the different ways in which other people respond to conflict. Chance offered an example from when she took the DISC assessment, as part of a leadership exercise, early in her career. She was then the marketing director in a power struggle with her boss, the medical director, and the DISC assessment helped her to understand her own communication style, blind spots and the communication style of her boss. Thanks to the assessment and good mentoring, she said she was able to dig herself out of a miscommunication hole, which led to the two of them successfully working together for years. “So it really can be used to give a lot of insight,” added Chance, who is the founder of the leadership consultant firm Action Strategies By Design. “A lot of times two team members will be in conflict. People with the D-style move pretty quickly. People with the C-style like to think things through and they like to have more information to make decisions on. Oftentimes they're at an impasse because the person with the C-style thinks the person with the D-style is being reckless. And the person with the D-style thinks the person with the C-style is just making things difficult or stalling.”But with the help of the DISC assessment, Chance said, individuals can better understand how they process information, as well as how other people process information in order to better communicate and interact with one another—a skill that AI can’t duplicate. What A DISC Assessment Can’t DoChance warns that while DISC assessments are great for figuring out a person’s communication and behavioral style, they should not be used in the hiring process. “The reason is it looks at preferences and tendencies and just because somebody has a certain preference doesn't mean they can't successfully operate in a different type of arena or in a different way,” she said. “So I think what it does is it really gives insight into an individual’s strengths around communication, around leading, and then helps them also negate some of those weaknesses.”While Langiulli agreed that DISC assessments should not be used in the hiring process, he said there are ways in which it can be helpful for an individual who is trying to decide if a specific role will be good for them or if they will have to adjust their behavior. For example, he said, if you read a job description and it entails a high degree of analytical thinking, analysis, and reporting then if you’re a high C on the DISC assessment you may enjoy that role. But if you’re a D who likes immediate outcomes or an I who is more energized by creative idea sharing rather than details and numbers, then you may have to make a few adjustments to thrive in the position. Bottom line, “DISC is just a great self-awareness tool,” said Langiulli. And in a world increasingly shaped by AI, self-awareness is one of the most important human skills that can give anyone a competitive advantage. Want to be more successful? Subscribe to the weekly Forbes Careers newsletter to get insider tips and insights.More from ForbesForbesIn AI Age, Recruiters Spend 11 Seconds A Resume. Here’s What They Notice.By Courtney Connley-HamptonForbesAre Google Results The New Resume? Here’s What Recruiters Look ForBy Courtney Connley-Hampton