Working as One


What are the important conversations that help co-workers to stay focused, positive, and productive?

Find out this and more at Heart to Heart Leadership’s Working as One Workshop.

GOOD THINGS HAPPEN WHEN PEOPLE WORK TOGETHER:  Communication matters.  Research suggests that if you want to build cooperation and get results in the workplace, you have to continually talk, listen, and reach agreements with partners, supervisors, co-workers, and customers/clients.  You must function as a system and “work as one.”  Using numerous organizational examples, case studies, individual and organizational self-assessment instruments, role playing, large/small group discussions and dialogue, and specific team issues, this program is highly interactive.  Participants will walk away with strategic considerations and concrete ideas for how “up their game” using specific communication tools and techniques—with each other as a team, as well as with their clients.

RESOURCES:   Copy of the book, “Working as One:  Fundamental Conversations That Build Cooperation & Get Results” by Chris Williams, PhD, along with handouts.

KEY CONTENT: Working as One content is focused on four key areas that can be directly applied to any team at any level of an organization.


  • Why we need to talk/listen to one another:
  • What we need to talk about
  • How to go about having these conversations
  • The leader’s role in initiating/facilitating/and following through with high impact conversations


  1. Gain a shared understanding of why we need to talk and reach agreements with one another…how moving from a “me” to “we” mindset is important to create a culture of connection, engagement, and continuous improvement in the workplace and in our communities.
  2. Explore ways to have high impact conversations, by “walking the line” from less productive and harmful conversations to those that promote positive relationships and get results.
  3. Discuss the power of language and listening, particularly as it relates to the effective use of skillful discussion and dialogue to problem solve or gain important insights leading to new levels of creativity, trust, and resolution of difficult issues.
  4. Identify the most fundamental conversations that help organizations, co-workers, and groups stay focused, positive, and productive.
  5. Explore how to go about having conversations in the workplace—including the use of 4 guidelines, the conversation cycle, and specific tools and techniques that enhance effective communication and build trust.
  6. Discuss the leader’s role to initiate, facilitate, and follow through with high impact conversations with their team and with their clients.


Individuals will:

  • Expand understanding of communication from a systems perspective—where and when likely breakdowns occur via individuals or processes.
  • Increase skills to influence conversation outcomes with supervisors, coworkers, and clients by using strategic thinking, appropriate language, and listening techniques.
  • Enhance abilities to keep workplace conversations focused, results oriented, and cooperative and where everyone is operating from a “same page” mentality.
  • Increase communication skills by using various tools and techniques to become a more informed, authentic, and effective communicator—as both a leader a team member.

Organizations will:

  • Develop leaders and teams who recognize the value of “same page” thinking, behaviors, and employee conversations to address the organizational mission, vision, values, roles and responsibilities, customers, and strategic priorities.
  • Benefit from having employees able to communicate with skill and confidence in a variety of situations, using appropriate tools and techniques.
  • Increase the likelihood that teams, committees, and departments spend their time in meetings that are productive, with appropriate preparation, focus, and follow through.
  • Increase leaderships’ understanding of their role to enhance workplace conversations so they are focused, results oriented, and cooperative, supporting a collective culture change within the organization.