Consequences of poor engagement

When something controversial or unsettling happens in an organisation an understandable response is that people ask pointed questions about it.  Good internal comms professionals would counsel the leadership to engage with their people to explain why 'it' happened, what the leadership thinks about it and what actions they might take.

Successful engagement is grounded in openness and transparency and requires leaders to set an example that embodies the organisation brand and its values.  It requires an honest two-way conversation for it to be effective.  Only by visibly 'living' the brand values themselves can leaders expect their people to have confidence in the organisation and its direction.  So when those people are unsettled and asking questions leadership needs to step up or its credibility can be damaged.

It's with that in mind that the political world has provided us with yet another case study in poor engagement.  Prime Minister, Gordon Brown, has been repeatedly asked to state what he thinks about the release of the man convicted of the Lockerbie bombing, Abdelbaset Ali al-Megrahi.  However, to date, Mr Brown has refused to comment on the matter.  The public reaction to this silence demonstrates the consequences of a failure to engage on matters that are of significant concern.

The lesson in this for managers and executives is clear.  Credibility and authority are major casualties of a failure to engage effectively with your people.  If your people are to believe in your brand and values you must exemplify them; and you should actively listen and respond clearly.  Burying your head in the sand is one of the most damaging things you can do.