Communication and management: the keys to a committed team

To begin with, could you introduce yourself and tell us in concrete terms how you support companies and managers today?

My name is Laure-Alessia Calderon and for almost ten years, since 2016, I've been coaching managers and teams on issues of communication, cooperation and managerial posture.

My experience has been built up through assignments with a wide variety of profiles, audiences and business sectors. In particular, I work in the medico-social sector, but also in industry and other professional environments. Today, this diversity enables me to bring a concrete, down-to-earth perspective, informed by what I observe and hear in the field during my coaching.

I define myself first and foremost as a facilitator. This is central to my approach. Of course, I pass on tools and concepts, but my role is above all to create the right conditions for reflection and collective intelligence. I am convinced that there is no one right way to manage. Each team and each manager needs to find the solutions that suit them, depending on their context and the challenges they face.

With this in mind, I help to structure exchanges, develop listening skills, remove blockages and encourage teams to speak freely and constructively. The aim is for everyone to be able to express themselves freely and contribute to the collective dynamic.

In practical terms, my coaching takes the form of professional effectiveness training, focusing on soft skills. In particular, I use the co-development method, which creates quality time for exchange and strengthens links within teams and between managers, while working on real-life situations. This highly operational approach means that you leave with concrete action plans and long-term skills development.

In practice, what are the most common communication problems you observe in companies, and what direct impact do they have on performance?

In the field, the vast majority of people I meet are committed, motivated and have a real desire to do well, even when they don't always choose to take part in a training course in the first place. However, communication problems are omnipresent. The most common are things left unsaid, subjects avoided, even by managers, and very implicit communication. Everyone interprets messages through their own filter, which quickly leads to misunderstandings.

There is also a difficulty in distinguishing between facts and feelings, which leads to confusion in exchanges. Added to this is a lack of feedback, whether positive or constructive, often for fear of creating conflict. Many people prefer to say nothing, thinking that this will preserve the relationship, when in fact it has the opposite effect.

These dysfunctions are at the root of much of the tension in the workplace. They generate misunderstandings, frustration and gradual disengagement. Even when employees are committed, this ends up having an impact on their involvement, the quality of cooperation and collective performance. Ultimately, it can also encourage staff turnover and undermine team dynamics over the long term.

What simple and immediate actions would you recommend a manager take to strengthen team cohesion?

An essential first step is to devote individual time to each member of staff. This is the foundation of cohesion: creating a relationship of lasting trust. This time should be regular, ritualised and dedicated to discussion, with no immediate operational objective. The aim is not to monitor projects, but to provide a forum where employees can express themselves freely.

When the size of the team does not allow it, these times can be adapted into short but qualitative collective formats. The challenge remains the same: to establish active listening and show genuine availability.

The second key lever is the ability to give regular, constructive feedback, both positive and on areas for improvement. Valuing relevant behaviour helps to reinforce it, while clear feedback avoids things being left unsaid or interpreted.

Finally, it is essential not to limit exchanges to purely operational times, often focused on problems. Recognising contributions on a daily basis, encouraging progress and establishing a culture of cooperation rather than competition strongly reinforces the feeling of belonging. It is these simple but consistent practices that build solid and lasting cohesion.

In your opinion, what are the most effective levers for boosting employee commitment over the long term, going beyond words and intentions?

Employee commitment is built on a daily basis. It's not a question of one-off actions, but of an ongoing dynamic that starts at onboarding and is nurtured over time. When local management is well embodied, tensions are significantly reduced, because issues are dealt with as they arise and misunderstandings are limited.

A fundamental lever is to go beyond observed behaviour to understand the underlying needs of employees. Rather than judging an attitude, it is essential to ask what really motivates it. This approach enables us to move beyond hasty interpretations and open up a deeper level of understanding.

Consistency between what is said and what is actually experienced in the organisation is also a determining factor. When stated values do not correspond to day-to-day practices, this generates frustration and implicit tensions. Conversely, this consistency strengthens trust and support.

Finally, it is essential to establish regular exchanges that go beyond operational issues. Giving employees the chance to talk about their experiences, involving them in the search for solutions and encouraging a sense of shared responsibility helps to strengthen their commitment over the long term. It is this continuity in the relationship, rather than isolated measures, that makes the difference.

If you had to give just one piece of advice to a manager on how to improve communication, cohesion and commitment within their organisation, what would it be?

The main advice would be to put regular meetings with teams back at the heart of management. Quite apart from complex tools and systems, it is above all the quality of the human link that makes the difference. All too often, employees say that they don't see their manager, which undermines their sense of recognition and belonging.

Creating a simple, ritualised time for individual exchange, for example 30 minutes on a regular basis, helps to establish a lasting relationship of trust. It's not just a question of operational issues: it's a real opportunity to listen, where employees can express their experiences, needs and difficulties.

This discipline must be integrated into the way the team operates and considered as non-negotiable, even if it means being postponed but always rescheduled. It is this consistency that builds trust.

Beyond these times, the key also lies in the consistency between what is displayed, what is said and what is actually experienced within the organisation. When this consistency is present, it fosters a climate of trust and greatly reduces tensions. In the end, it is in the simplicity, regularity and authenticity of the link that the essence of commitment lies.