Darren Moore, Applica’s Country Manager for the UK and Europe, explores why interpersonal skills are becoming just as vital as technical expertise across the energy transition.
Darren highlights how communication, empathy, collaboration and cultural understanding help teams deliver complex projects, and offers practical ways organisations can build these skills into everyday work.
The energy transition is often viewed through the lens of engineering, technology and infrastructure. Yet for Darren Moore, the human element is just as important. He believes that the ability to communicate, collaborate and build trust is central to delivering successful projects across the UK and Europe.
Demand for green jobs continues to rise sharply, with a forty six percent year on year increase in the UK alone. Despite this, many organisations recognise that technical capability is not enough. Darren explains that “empathy, adaptability and communication are becoming essential skills as projects become more complex and involve a wider range of stakeholders.”
Energy projects today involve supply chains, regulatory bodies, local communities and multidisciplinary teams. Interpersonal skills help connect these moving parts and ensure projects progress smoothly.
Darren emphasises the value of speaking each team’s “language.” He notes that “projects run more efficiently when people take time to understand how others work and what their priorities are.” He points to Siemens Energy as an example, where collaboration between technicians and project managers across Spain and Germany has contributed to performance improvements.
In any complex project environment, better understanding leads to better decisions.
Listening is one of the most underrated interpersonal skills, particularly in high pressure environments and it should never be passive. It is a sign of respect, and it often uncovers the best ideas.
Mentoring programmes in companies such as Siemens and Ørsted encourage listening with intention, especially between senior and junior colleagues. These programmes create space for people to be heard and help build confidence across teams.
His advice is simple. “Avoid listening to reply. Listen to understand.” This shift builds trust and strengthens relationships on sites, in project offices and within local communities.
Pressure points are common in large scale energy projects. Teams may face strict deadlines, budget constraints, environmental considerations or stakeholder concerns. Disagreements are natural and, in many cases, healthy when managed well.
Strong interpersonal skills allow teams to challenge each other without hostility and to work toward shared solutions. Constructive negotiation supports better project outcomes and healthier working cultures.
Interpersonal skills cannot be developed through occasional workshops alone. They require daily practice and consistent reinforcement. Darren recommends several simple, effective steps.
Create monthly cross team check ins to understand challenges and share insight.
Introduce role play sessions to practise difficult conversations.
Ask for feedback after meetings to increase self awareness and improve communication habits.
“Start small, be consistent and make interpersonal growth part of performance reviews,” Over time, these habits build teams that communicate clearly, collaborate effectively and adapt to the demands of the energy transition.
