Teamwork
&
Interpersonal
Skills
01
Communication
7
S KILLS
How
a
person
sends
,
receives
,
and
confirms
information
with
colleagues
.
1.1
Active
listening
Hears
a
colleague
out
fully
before
responding
,
then
repeats
the
key
point
back
to
confirm
understanding
.
1.2
Clarity
in
speech
Explains
an
idea
in
plain
language
,
one
point
at
a
time
,
without
jargon
the
room
does
not
share
.
1.3
Written
precision
Writes
updates
,
requests
,
and
summaries
a
busy
colleague
can
act
on
in
a
single
read
.
1.4
Constructive
feedback
Separates
the
work
from
the
person
and
pairs
every
concern
with
a
concrete
next
step
.
1.5
Nonverbal
awareness
Notices
tone
,
pacing
,
and
body
language
,
and
adjusts
when
a
conversation
shifts
.
1.6
Purposeful
questioning
Asks
the
question
that
opens
a
topic
rather
than
the
one
that
proves
a
point
.
1.7
Tone
calibration
Matches
formality
,
directness
,
and
warmth
to
the
audience
and
the
moment
.
02
Collaboration
&
Teamwork
8
S KILLS
How
a
person
behaves
when
the
outcome
depends
on
someone
else
.
2.1
Reliability
Delivers
what
was
agreed
by
when
it
was
agreed
,
or
flags
the
slip
before
it
lands
on
someone
else
.
2.2
Shared
ownership
Treats
team
outcomes
as
personal
outcomes
and
picks
up
unglamorous
work
without
being
asked
.
2.3
Knowledge
sharing
Documents
and
teaches
what
they
know
instead
of
becoming
a
single
point
of
failure
.
2.4
Willingness
to
ask
for
help
Escalates
early
and
specifically
,
before
a
small
problem
becomes
a
team
problem
.
2.5
Adapting
to
working
styles
Adjusts
to
a
colleague
’
s
pace
,
structure
,
and
preferred
channel
instead
of
expecting
them
to
convert
.
2.6
Consensus
building
Surfaces
disagreement
early
,
tests
options
openly
,
and
commits
fully
once
a
decision
is
made
.
2.7
Peer
accountability
Holds
teammates
to
agreed
standards
directly
,
without
routing
every
issue
through
a
manager
.
2.8
Welcoming
new
members
Makes
room
in
the
conversation
for
the
newest
person
in
the
room
and
brings
them
up
to
speed
.
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03
Emotional
Intelligence
7
S KILLS
How
a
person
reads
and
regulates
emotion
—
their
own
and
other
people
’
s
.
3.1
Empathy
Recognises
what
a
colleague
is
carrying
outside
the
work
and
responds
with
proportion
.
3.2
Self
-
regulation
Absorbs
pressure
without
distributing
it
to
the
rest
of
the
team
.
3.3
Reading
the
room
Senses
when
to
push
a
point
and
when
to
take
it
offline
.
3.4
Humility
Says
“
I
was
wrong
”
and
“
I
don
’
t
know
”
without
costing
the
team
confidence
.
3.5
Cultural
sensitivity
Works
well
across
time
zones
,
languages
,
and
different
workplace
norms
.
3.6
Recognition
of
others
Names
specific
contributions
publicly
so
credit
lands
where
it
belongs
.
3.7
Patience
Gives
people
the
time
they
need
to
reach
a
sound
answer
rather
than
rushing
to
fill
the
silence
.
04
Conflict
&
Difficult
Conversations
6
S KILLS
How
a
person
behaves
when
interests
collide
or
the
message
is
unwelcome
.
4.1
De
-
escalation
Lowers
the
temperature
of
a
tense
exchange
instead
of
winning
it
.
4.2
Interest
-
based
problem
solving
Looks
past
stated
positions
to
what
each
side
actually
needs
,
then
designs
around
it
.
4.3
Delivering
hard
news
Says
the
difficult
thing
early
,
clearly
,
and
with
a
path
forward
attached
.
4.4
Mediation
Helps
two
colleagues
reach
an
agreement
they
can
both
own
and
act
on
.
4.5
Assuming
positive
intent
Starts
from
the
belief
that
a
colleague
is
trying
to
do
good
work
,
even
when
the
result
is
poor
.
4.6
Repair
after
disagreement
Rebuilds
a
working
relationship
once
a
conflict
is
resolved
instead
of
letting
it
calcify
.
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05
Influence
,
Mentorship
&
Leadership
7
S KILLS
How
a
person
moves
a
group
forward
without
pulling
rank
.
5.1
Coaching
Asks
the
question
that
helps
someone
solve
the
problem
themselves
next
time
.
5.2
Delegation
Hands
over
real
ownership
—
decision
,
context
,
and
credit
—
not
just
the
tasks
nobody
wanted
.
5.3
Rallying
a
team
Connects
daily
work
to
a
purpose
people
recognise
as
worth
the
effort
.
5.4
Facilitating
decisions
Moves
a
group
from
open
discussion
to
a
clear
decision
with
a
named
owner
.
5.5
Modelling
standards
Sets
the
bar
for
quality
through
how
they
work
,
not
through
what
they
say
.
5.6
Sponsorship
Puts
a
colleague
’
s
name
forward
for
opportunities
when
that
colleague
is
not
in
the
room
.
5.7
Situational
leadership
Leads
,
supports
,
or
steps
back
according
to
what
the
moment
and
the
person
require
.
06
Professional
Conduct
7
S KILLS
The
baseline
behaviours
that
make
a
person
easy
and
safe
to
work
with
.
6.1
Dependability
Is
the
person
others
are
willing
to
build
a
schedule
around
.
6.2
Respect
for
others
’
time
Starts
and
ends
on
time
,
comes
prepared
,
and
leaves
meetings
that
no
longer
need
them
.
6.3
Confidentiality
and
discretion
Keeps
sensitive
information
where
it
belongs
and
does
not
trade
in
office
gossip
.
6.4
Meeting
etiquette
Contributes
without
dominating
,
takes
notes
,
and
follows
up
on
what
they
committed
to
.
6.5
Inclusivity
Actively
pulls
quieter
voices
into
the
conversation
and
makes
sure
they
are
heard
.
6.6
Integrity
Does
the
right
thing
when
it
is
slower
,
harder
,
or
completely
unobserved
.
6.7
Composure
under
pressure
Stays
steady
and
civil
when
deadlines
tighten
and
the
work
is
going
badly
.
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