Why people skills?

People skills enable us to connect easily and work effectively with other people.

Leaders and teams possessing people skills in equal measure to their technical skills will be higher performing.

The key people skills that drive performance in the workplace…

Self-awareness – knowing your own strengths and weaknesses, being reflective and open to feedback

Emotional intelligence – being aware of other people’s emotions and knowing how to respond

Communication – active listening, conveying your ideas and thoughts clearly and accurately

Authenticity – presenting yourself and your ideas sincerely, consistently and openly

Respectfulness – treating everyone fairly, as individuals and embracing diversity and inclusivity

Positivity - approaching the work and colleagues with enthusiasm and optimism. A positive attitude can inspire others, boost morale, and contribute to a more enjoyable, high performing work environment.

Open-mindedness - approaching situations and people without preconceived notions, solutions or biases.

Why people skills matter

All organisations benefit significantly when leaders and staff have the people skills to work effectively and productively together.

Here are the key benefits to organisations of building the people skills of their leaders and staff…

  • Effective leadership is all about people skills. It is critical for organisational success. Leaders who are highly self-aware, have high emotional intelligence, are skilled at conflict resolution and interpersonal communications are better equipped to drive organisational performance.

  • Organisations that invest in developing people skills for all staff see higher levels of engagement and productivity. When staff enjoy their work and interaction with colleagues, when they are able to play to their strengths, be supportive and be supported they work more productively 

    A study by Gallup found that only 15% of Australian employees are actively engaged at work. Organisations that focus on developing people skills, such as effective communication and leadership, have been shown to improve engagement levels, leading to higher productivity.

  • Teams with high levels of emotional intelligence (EI) tend to perform better. According to a study published in the Journal of Organisational Behaviour, teams with high EI exhibit better collaboration and problem-solving capabilities.

    Google’s Project Aristotle demonstrated that the most successful teams at Google had high levels of psychological safety, which is significantly influenced by the people skills of team members, including empathy and trust.

  • People skills are crucial for building and maintaining customer relationships. People skills such as active listening, problem solving, empathy, positivity, effective communication and personalisation are all key to winning people over to your cause, winning new work, and building your relationship with current customers.

  • A positive workplace culture, fostered by strong people skills, is a key factor in employee retention. Organisations with effective interpersonal communication and conflict resolution strategies tend to have lower turnover rates. Staff who are well disposed to their employer, are usually active advocates for it which boosts reputation and attraction of appropriate staff.

  • Research by the Australian Business Foundation (ABF) indicates that people skills are vital for managing change and fostering adaptability in organisations. Employees with strong interpersonal skills are better at navigating transitions and embracing new initiatives.

    During organisational change, leaders with strong people skills can guide employees through transitions more smoothly, reducing resistance and enhancing acceptance of new initiatives

  • Organisations have a moral obligation and legal necessity to ensure they maintain a psychologically safe working environment, that prioritises staff wellbeing, is inclusive and free from harassment and bullying. Actively improving the people skills of all staff is the right thing to do, and it minimises occupational safety and health issues, operational disruption, reputational damage and financial penalties.