‍In today's working world , organizations have toadapt quickly. They have to work in project mode, collaborate remotely or cross-functionally. Clearly, interpersonal skills are just as important as technical ones. These skills are often invisible, but essential: they condition the quality of communication, the management of tensions, the level of trust and the fluidity of collective work.

Here are 4 key interpersonal skills to cultivate in order to collaborate more effectively, accompanied bypractical examples to anchor these concepts in the day-to-day work of your teams.

1. Active listening: the basis of successful collaboration

Listening that engages and builds trust

Active listening is the first of the relationship skills. It's the ability to be truly present to what the other person is saying, without interrupting, judging or anticipating. It's based on a sincere intention to understand, not just to respond.

Too often, we listen in order to prepare our response. Active listening, on the other hand, involves suspending one's automatisms to better grasp the other's point of view, by reformulating or taking notes - which is essential for creating a healthy, lasting working relationship.

Example During a co-construction workshop, the facilitator rephrases a participant's proposal: "If I understand correctly, you're proposing to validate the mock-up with users before moving on to development?

The person feels listened to, and the team gains in clarity. In one-on-one interviews, a manager leaves a silence before answering, showing that he or she has taken the employee's comments on board.

Adapting your listening skills to DISC profiles

The DISC model provides a better understanding of types of behaviour:

• A Blue (structured) profile will value attentive listening to facts and details.
• A Yellow profile (expressive) will expect enthusiastic and engaging listening.
• A Red profile (directive) will appreciate action-oriented listening.
• A Green (stable) profile will appreciate a sympathetic and reassuring ear.

Other models, such as the MBTI, help to better understand the differences between extrovert and introvert profiles. Combined with active listening, this knowledge of personalities and modes of operation strengthens trust, cooperation and the quality of collective decisions.

2. Clarity of expression: saying things without detour or tension

Communicate clearly and effectively

In a team, saying the wrong thing can be just as problematic as not saying it at all. Formulating ideas in a clear, structured and respectful way is an essential skill for quality teamwork.

Clarity of expression means avoiding innuendo, stating your needs and explaining your expectations, while respecting the relational framework. This saves time, avoids frustration, and brings everyone into line.

Here are a few examples:

• At the start of the meeting: "The objective today is to decide together whether to go ahead with supplier A or B. We'll make a decision at the end of the meeting. We'll make a decision at the end of the meeting.

• During a one-to-one meeting: "On this issue, I'd like you to specify the next steps in your reporting. It would help me to better anticipate risks."

These formulations set an explicit framework, without rushing the interlocutor.

Clarity and team culture

When team members communicate clearly and sympathetically, they limit misunderstandings and lighten the mental load. This creates an environment conducive to autonomy and the development of human skills. This relational quality enhances collective efficiency, without adding tension.

3. Conflict management: transforming tensions into opportunities for alignment

Conflict is not the problem, it's the lack of treatment

In a committed team, tensions are inevitable: fundamental disagreements, contradictory objectives, differences in methods. The danger lies not in the conflict itself, but in not managing it: when we avoid it, it turns into resentment or withdrawal. Dealing with disagreement means first of all daring to approach it with openness. It then requires setting a clear framework for the discussion, and seeking a shared decision. It's an advanced interpersonal skill, but one that can be developed with practice.

Here are a few examples:

• Two members of a project have conflicting priorities. One of them suggests: "Why don't we take 20 minutes to identify our sticking points, and then work together on an action plan? This approach defuses the tension and rekindles cooperation.
• In a seminar, one manager shares: "There was some tension between the product and support teams. We set up a weekly meeting to get them talking to each other. Result: the friction has decreased.

The COIN method: an effective tool for dealing with conflict

COIN is a simple framework for expressing tension factually and constructively:

• Context: when and where it happened
• Observation: what you observed (without judgment)
• Impact: how it affected you, the team or the project
• Next Step: what you propose to move forward

Example: "At Thursday's meeting (C), you repeatedly interrupted the support team (O). This created frustration and slowed down the discussion (I). Can we work together to find another way of organizing the discussion?

Knowing how to manage tensions with tools like COIN means demonstrating relational maturity, and developing your interpersonal skills in the service of the team.

And to go further: discover the best of our resources for managing stress and conflict in your teams.

4. Recognition: nurturing commitment

Valuing what's done well, to strengthen team dynamics

Recognition is an underestimated relational skill. Yet it is a driving force behind commitment, motivation and a sense of belonging. Acknowledging an effort, progress or attitude is an incentive to continue and invest oneself. Conversely, its absence creates discouragement, or even silent disengagement.

Here are a few examples:

• At the end of the project: "Thanks to everyone for their energy. And a special thanks to Hugo for keeping to the deadlines despite the unexpected."
• In a weekly meeting: "Just a note to say that the welcome for the new employee went really well. Thanks to Camille for her availability.

These signs of recognition reinforce the human qualities that we want to see endure.

Creating a culture of shared recognition

• Kudos" rituals dedicated moments to thank or congratulate a colleague, for example at the end of a meeting
• Slack or virtual wall to highlight positive actions
• Encourage peer-to-peer feedback

By integrating recognition into your practices, you reinforce the ability to work as a team, encourage lasting motivation, and the development of solid bonds between colleagues, essential in high-performance team dynamics.

Building on interpersonal skills to work better together

Relational skills are not secondary. They are strategic. Investing in people means investing in a more resilient, collaborative and sustainable team.

They make all the difference between a team that operates in silos and one that moves forward together, in a climate of trust, clarity and commitment.

To recap, the 4 pillars covered here:

• Active listening, to really understand the other person
• Clarity of expression, to align without generating tension
• Conflict management, transforming disagreements into adjustments
• Recognition, to build confidence and the desire to contribute

At NUMA, we help companies develop these human skills. Because interpersonal skills are at the heart of organizational transformation.