Engaging with Integrity

You’ve got something planned.

But first, you’re expected to go out and “consult”.

But let’s say your plans are pretty advanced, no matter what input you might get. Or worse, you know exactly what kind of input you’ll get, and you know you have no intention of acting on it.

Fair enough. Organizations can have their own reasons to determine what they need to do.

On the other hand, one of the most important aspects of engagement is a perception of integrity. Integrity is a fragile thing, and irreplaceable. If people think you’ve dealt with them in bad faith, the harm may go well beyond this consultation and the issue at hand, to your brand and beyond. And remember, brand = reputation. That could be a high price to pay.

So being upfront and honest, even when it means disappointing people, is necessary. If you’re really sharing information about something that’s a fait accompli, you have to say so. You may not get a very cheerful welcome from the people you’re engaging, but at least they’ll give you points for being straight with them.

This brings us back to the fundamental issue for every engagement, which is why are you doing it in the first place? If you’re not looking for input, then don’t represent your engagement that way. You need to be candid about your goals, and why you’re involving others. Is it just to share information? Then say so. Remember engagement of any kind is a two-way street, with an implicit expectation of dialogue.

If you really are only looking for a one-way process of sharing information, then be up front about that. No one wants their time wasted, or to feel they’re being trifled with just for appearances’ sake.

Sometimes, even when your task is to share ugly news, there’s a way to be genuinely open to input in a way that will be of some use to both sides. Perhaps it’s to get feedback on the process that’s been followed, to learn for the next time. Or to hear advice on how to minimize impacts from something that’s seen as a negative. It’s often good to carve out even some limited scope for input, so long as it’s genuine.

This is where that first question – why are you bothering to engage? – is again so critical. Being totally clear about what you’re trying to do, including why you’re involving others and what you’re going to do with their input, is the most important basis for every engagement.

Engagement, properly done, definitely makes your organization somewhat vulnerable.

It means allowing someone else to take hold of the microphone, which comes with its own risks. And there’s no doubt, it puts your organization’s reputation on the line.

But it also creates and builds relationships, and offers opportunities for your organization’s underlying integrity to shine. A careful, honest approach to engagement that shows respect for the time, efforts and opinions of others, is always a positive move, no matter how difficult the subject is.