Deep Dives

Engaging Others

In human services, collaboration and communication aren’t “soft skills”—they’re the foundation of resilience and success. Your ability to build trust, share knowledge, and spark dialogue shapes every outcome. This module helps you elevate collaboration as your most powerful leadership asset: creating space for every voice, forging bridges across roles, and communicating with clarity that inspires action.
Jump to Activities

Going Further With Intention

This Deep Dive draws from one of the Areas of Competence in the Career Development Manager/Leader Competency Framework. Through reflection, real-world analysis, and practical activities, you’ll explore how this part of the framework shapes your leadership practice.

The Challenge Ahead

In human services, collaboration and communication aren’t “soft skills.” They are the foundation of resilience and success. Your ability to build trust, share knowledge, and spark dialogue—whether aligning departments, engaging funders, or supporting frontline teams—shapes every outcome. Challenges are real: missed messages, siloed teams, and disengaged stakeholders can erode alignment, morale, and impact.

This module is your chance to elevate collaboration as your most powerful leadership asset. It’s about creating space for every voice, forging bridges across roles and organizations, and communicating with clarity that inspires action. When leaders master this, they unlock collective intelligence, strengthen trust, and move everyone toward truly shared goals.

The Leader’s Role in Collaboration and Communication

You are the dynamic role model for openness, clarity, and connection. Collaboration is far more than being pleasant—it’s about being strategic and intentional. It means actively designing processes that include, inform, and empower every person, and using communication not merely to transmit data, but to forge deep trust and momentum.

  • Building relationships across levels and sectors, and facilitating timely, transparent information flow.
  • Listening deeply, validating others’ perspectives, and tailoring communication to audience and context.
  • Creating space for disagreement, creativity, and consensus.

Deep Dive Activities

Bridge the gap between theory and practice with these strategic tools.

Exercise 1: Collaboration and Communication Framework

Purpose

This exercise helps leaders and teams reflect on how they communicate and collaborate across roles, departments, and perspectives. It supports the development of intentional practices that foster clarity, inclusion, and trust—especially in environments where coordination and shared understanding are essential.

Preparation

Start with the Team 

  • Set aside 45 to 60 minutes for this session.  
  • Let participants know in advance that the focus will be on how they  work together and communicate—not just what they say, but how  they listen, respond, and build shared meaning.

How to Use It

Step-by-Step  

  1. Begin by framing the conversation. Explain that collaboration and  communication are not just operational tools—they’re cultural  signals. How we engage with others sends a message about what we  value, how we lead, and how we build trust. This exercise is about  making those signals intentional and aligned. 
  2. Invite participants to reflect individually first. Ask them to consider  questions such as:
    • How do I communicate expectations and decisions?
    • How do I invite input and feedback from others?
    • How do I navigate disagreement or tension?
    • How do I ensure that people feel heard and respected? o How do I coordinate across roles or departments to avoid  confusion or duplication?
  3. After 10 to 15 minutes of individual reflection, invite small group or full  group discussion. Encourage participants to share insights, patterns,  or moments of growth. Use open-ended questions like:
    • What helps collaboration feel smooth and respectful?
    • What communication habits support clarity and trust?
    • Where do we see gaps or friction—and what might help?
  4. As themes emerge, capture them visually or verbally. Highlight  practices that support psychological safety, such as active listening,  shared language, and timely follow-up. Reinforce that collaboration is  not just about working together—it’s about aligning purpose,  respecting differences, and building shared ownership.
  5. Close the session by inviting each participant to name one  communication or collaboration habit they want to strengthen.  Encourage the team to revisit this framework regularly and to use it  as a touchstone during times of change, stress, or growth.

Pro Tips

  • Create a tone of openness and curiosity
  • Normalize the idea that collaboration is a skill that evolves over time
  • Encourage storytelling and real examples—communication is about connection, not just clarity

Exercise 2: Expand to Your Collaboration Landscape

Purpose

This exercise helps leaders and teams identify key interest holders, understand their roles and interests, and assess the quality of collaboration across relationships. It supports strategic engagement, trust-building, and alignment—especially in complex human service environments where coordination is essential.

Preparation

  • Set aside 60 to 75 minutes for this session.  
  • Let participants know that the goal is to map out who they  collaborate with, how those relationships function, and where there  may be gaps or opportunities for stronger engagement.  
  • Provide printed or digital copies of the Collaboration Map worksheet.  You may also want to bring markers, sticky note

How to Use It

Step-by-Step  

  1. Begin by framing the conversation. Explain that collaboration with  interest holders is not just about coordination—it’s about shared  purpose, mutual respect, and clear communication. Mapping these  relationships helps leaders see the full landscape of influence,  responsibility, and connection. 
  2. Invite participants to begin by listing all relevant interest holders.  These may include internal groups such as staff teams, supervisors, or  leadership, and external groups such as funders, referral partners,  community organizations, or clients. Encourage them to think  broadly and inclusively. 
  3. Guide the team through a reflection on the quality of each  relationship. Use prompts such as:
    • How strong is our communication with this interest holder?  o Do we understand their needs, priorities, and constraints?
    • Do they feel heard, respected, and included in decisions that  affect them? 
    • What do we rely on them for—and what do they rely on us  for? 
    • Where do we see tension, confusion, or missed opportunities? 
  4. Encourage the team to highlight relationships that need attention, strengthening, or clarification. Then, invite them to choose one or two priority relationships and brainstorm specific actions to improve  collaboration. These might include initiating a conversation, clarifying expectations, co-creating a shared goal, or adjusting communication methods. 
  5. Close the session by inviting each participant to name one relationship they will invest in more intentionally over the next   month. Encourage them to revisit the map periodically and use it as a living tool for strategic engagement. 
    • Create a tone of curiosity and openness.  
    • Normalize the idea that collaboration is dynamic and requires ongoing attention. 
    • Encourage the team to look beyond formal roles and consider the human dimensions of partnership—trust, empathy, and shared purpose.

Pro Tips for Success

  • Create a tone of curiosity and openness
  • Normalize that collaboration is dynamic and requires ongoing attention
  • Look beyond formal roles to the human dimensions of partnership—trust, empathy, and shared purpose

Worksheet 1: Collaboration Map

Purpose: Identify key relationships, gaps, and opportunities for connection.

Internal / External Interest Holders
Interests, Concerns
Influence
In What Way Does This Relationship Need Strengthening?
Best Ways to Connect
Internal / External Interest Holders
Interests, Concerns
Influence
In What Way Does This Relationship Need Strengthening?
Best Ways to Connect
Internal / External Interest Holders
Interests, Concerns
Influence
In What Way Does This Relationship Need Strengthening?
Best Ways to Connect
Internal / External Interest Holders
Interests, Concerns
Influence
In What Way Does This Relationship Need Strengthening?
Best Ways to Connect
Internal / External Interest Holders
Interests, Concerns
Influence
In What Way Does This Relationship Need Strengthening?
Best Ways to Connect

Worksheet 1: Collaboration Map (Sample)

Internal / External Interest Holders
Program staff
Interests, Concerns
Need clarity
Influence
High
In What Way Does This Relationship Need Strengthening?
Staff turnover has resulted in asymmetrical connection with leadership
Best Ways to Connect
Team meeting and staff events
Internal / External Interest Holders
Funders
Interests, Concerns
Want measurable impact
Influence
High
In What Way Does This Relationship Need Strengthening?
Need to be included in early planning
Best Ways to Connect
Quarterly reporting
Internal / External Interest Holders
Peer agencies
Interests, Concerns
Want to share best practices
Influence
Low
In What Way Does This Relationship Need Strengthening?
Limited inter-agency discussion
Best Ways to Connect
Nothing now, may need to create an open house event
Internal / External Interest Holders
Municipal leaders
Interests, Concerns
Want to address inclusion issues in the city
Influence
Medium
In What Way Does This Relationship Need Strengthening?
Recent election and new council, some relationships are new
Best Ways to Connect
Could invite municipal leaders to open house

Exercise 3: Building Meaningful Conversations

Purpose

This exercise helps leaders apply Kinlaw’s four pillars of commitment—clarity of purpose, competence, influence, and appreciation (described in Deep Dive – Defining Effective Service)—to strengthen communication and engagement with interest holders. It supports trust-building, shared understanding, and collaborative problem-solving across internal teams and external partners.

Preparation

  • Set aside 60 to 75 minutes for this session.  
  • Let participants know that the focus will be on how they engage  interest holders—both inside and outside the organization—in ways  that foster commitment, clarity, and mutual respect.  
  • Provide printed or digital copies of the reflection prompts or  conversation planning worksheet.  
  • You may also want to bring a whiteboard or shared document to  capture themes and strategies.

How to Use It

Step-by-Step  

  1. Begin by introducing Kinlaw’s four pillars of engagement: clarity of  purpose, competence, influence, and appreciation. Explain that these  pillars offer a practical lens for designing conversations that build  trust and commitment. Emphasize that interest holders—whether  staff, clients, funders, or community partners—are more likely to  engage meaningfully when these needs are acknowledged and  addressed. 
  2. Invite participants to choose one internal interest holder group (such  as frontline staff, supervisors, or cross-departmental teams) and one  external interest holder group (such as funders, referral partners, or  community collaborators). Ask them to reflect on the following  questions for each group:
    • What is the purpose of our relationship with this group? What  shared goals or values connect us?
    • How do we support their competence—do they have the  information, tools, and confidence they need to engage effectively?
    • How do we invite their influence—do they have a voice in  decisions, and do we listen actively?
    • How do we show appreciation—do we recognize their  contributions and communicate respect? 
  3. After 15 to 20 minutes of individual reflection, invite small group or full  group discussion. Encourage participants to share insights,  challenges, and examples of meaningful engagement. Use open ended questions like:
    • What’s one conversation we’ve had with this group that built  trust or clarity? –
    • Where might we be falling short in one of Kinlaw’s pillars— and what could help?
    • What’s one shift we could make to strengthen engagement  with this Interest holder? 
  4. As themes emerge, capture them visually or verbally. Highlight  practices that support psychological safety, mutual accountability,  and values-based leadership. Reinforce that meaningful engagement  is not just about communication—it’s about relationship,  responsiveness, and shared purpose. 
  5. Close the session by inviting each participant to choose one Interest  holder group and commit to a specific conversation they will initiate  or revisit using Kinlaw’s model. Encourage them to use the four pillars  as a guide for planning and reflection. 

Pro Tips

  • Create a tone of openness and curiosity
  • Normalize that engagement is a skill that evolves through practice