In the first part of this series, we talked about the intrapersonal skills personnel need for a team to be successful. In Part 2, we will talk about interpersonal skills. Interpersonal skills refers to the soft skills used to relate to other people. Many of these are intrinsically linked to intrapersonal skills, like having an attitude of learning and time management, which were discussed in Part 1. 

3. Active Listening

Before starting any endeavor with a partner or client,  it’s important to get to know the people, and the organization. Taking time to actively listen to what they have to say about their business, goals, and priorities ensures that everyone is on the same page, and is working towards the same objectives. 

Active listening includes the following elements:

  1.  Paying attention to body language and tone — Most information shared in person or on a video call comes from auditory and visual cues instead of the actual words being said. Paying close attention to facial expressions and body language provides a fuller idea of what is being communicated. You can show you are engaged and open to hearing what the other person is saying by keeping open body language yourself and by using nonverbal cues to show you are listening. 
  2. Asking questions—While listening, it is important to reflect on what the speaker is saying, and ask questions to make sure you are understanding correctly.  People rarely share the full story the first time they bring up a particular subject. Taking time to ask for more details, and to confirm understanding, helps to get the full picture of what the speaker is communicating.
  3. Paraphrasing– Summarizing in your own words what the person says periodically allows you to make sure you are understanding them correctly. It is a way to demonstrate that you are paying attention, and that you want to understand what the other person is really saying. Paraphrasing also gives them the chance to correct any points that may have been misunderstood and to add relevant information. 
  4.  Empathizing and being nonjudgmental—Emotions play a significant part in communication. It is important to acknowledge the speaker’s emotions, without interrupting, and without expressing judgment on what they are saying. Doing so gives the speaker the space needed to freely express what they need to  communicate. 

4. Good Communication

Good communication starts with being clear, direct, and unambiguous. Practices like following up verbal conversations with an email to confirm next steps provides an opportunity to correct any miscommunication that may have occurred. 

Keeping open lines of communication is critical. This means being able to communicate expectations, flag issues as they arise, and share ideas freely. To be able to do this, all team members need to be open to new ideas, and when things go wrong, focus on problem solving instead of assigning blame to others. For those in managerial positions, it can also mean providing context and rationale behind decisions being made, which helps team members have a better understanding of how their work fits into the larger picture. This ensures work being produced achieves the desired results, and helps the team to more effectively accomplish objectives. 

Good communication also involves being conscientious about what information is communicated to whom. If there is a specific issue that is sensitive in nature,  it is best to communicate directly and privately to the person in question. Minimizing the number of people involved in discussions on sensitive issues can reduce the chance of conflict especially in cases where constructive criticism is being provided. 

5. Collaboration

Collaboration requires that people are open to learn, listen, and are communicating clearly. It also necessitates that people are willing to speak up when brainstorming ideas, help each other when needed, and ask for help when they need it. A team that collaborates well together and supports each other prevents team members from getting overwhelmed, and burning out. A collaborative culture also builds a sense of trust, as the team knows they can rely on each other when needed. That sense of trust facilitates higher quality work, and increases the chances of problems being flagged early, as people are not afraid to speak up.