Interpersonal relationships. How to improve them?

Numerous studies have demonstrated the importance of maintaining healthy interpersonal relationships in the workplace as well as in personal life. In addition to the decisive impact on physical and mental health, good interpersonal relationships bring numerous advantages and contribute to:

-Provide greater job satisfaction by reducing stress and frustration;
-Bring greater personal motivation and a high level of commitment to the organization;
-Promote a higher level of trust, collaboration and generosity among people;
-Reassure the person of their value by confirming their importance in the eyes of others (increase in self-esteem).

Likewise, cleaning up interpersonal relationships has many benefits for organizations that engage in it, such as:

-Establish a better group identity, strengthen employees’ sense of belonging and commitment to the organization;
-Create greater collaboration between group members;
-Increase job satisfaction and improve productivity, efficiency and performance;
-Attract and retain the best employees;
-Reduce absenteeism, turnover rate and costs related to health problems.

But how do we know if our interpersonal relationships are (or are not) healthy?

Healthy interpersonal relationships meet at least these criteria:

-There is a climate of mutual respect between people;
-Communication is open and frank;
-People get along well together;
-Problems are resolved as they arise.

The degree of satisfaction with our interpersonal relationships depends on their adequacy with respect to each of the above-mentioned criteria. So it’s not easy to always satisfy them all.

So, how can we improve our interpersonal relationships?

First of all, the context must be favorable, because if our relationships depend largely on us, we are not alone in the exchange. Furthermore, here are some prerequisites that can facilitate healthy and satisfying interpersonal relationships:

Within the organization:

1. A culture based on common and shared values ​​such as honesty, integrity, respect for people and mutual trust
2. Open communication between all members of the organization and free sharing of information
3. Leadership based on sharing a common vision and focused on guidance, advice, support and employee well-being
4. Quick and effective management of conflicts and difficult relationships between employees

On a personal level:

1. Desire to develop relationships based on mutual respect, honesty, personal integrity and loyalty
2. Sensitivity to the views, opinions and needs of others
3. Self-confidence and trust in others
4. Acceptance of others and questioning of oneself
5. Assertive, open communication and desire to share ideas and information.

Naturally these prerequisites are not exhaustive but they constitute a good basis for building and maintaining healthy interpersonal relationships.

We must therefore assume our responsibilities and take concrete actions in this direction. To help you take stock of your interpersonal relationships and the level of satisfaction they give you, you can start by asking yourself:

Are these relationships satisfactory, average or problematic?

Am I interested, motivated to improve them? And if so, with whom? Am I willing to invest time and energy to get there?

Indeed, improving a problematic relationship requires energy. The initial motivation you feel in wanting to improve it will be decisive in your ability to achieve it. It is therefore better to question this point from the beginning.

Second, take concrete actions daily in your interpersonal relationships such as:

-Highlight the qualities and strengths of others;
-Participate, get involved in activities with others;
– Strive to resolve interpersonal difficulties as they arise, rather than letting them “grow” and take on a disproportionate magnitude;
-Try to identify the positive intention behind each behavior in order to reduce its “negative” impact on ourselves and therefore on our “response” behavior;
-Do not hesitate, if necessary, to seek support during the period of change to optimize the initial goodwill (training, coaching, personal co-development groups, etc.).

Likewise, the organization can carry out its own evaluation and facilitate the use of simple and effective means.

To sum up

It is possible for us to act on the quality and satisfaction of our interpersonal relationships, for our physical and moral health, as well as for our daily well-being.

Likewise, it is useful for organizations to develop and maintain good interpersonal relationships between employees, at all hierarchical levels.

A change in behavior on our part, in a favorable context and a strong desire to improve our relationships, can cause a change, not in the other person but in our interactions with him/her.

Acting in this direction on a daily basis, initially in a forced manner and then more and more naturally, will invite your interlocutors to do the same.

Finally, if these behavior changes seem necessary but too difficult to achieve alone, do not hesitate to seek support, individually or collectively, for yourself or your organization. Better understanding how interpersonal relationships work can help improve them.