“The real voyage of discovery consists not in seeking new landscapes, but in having new eyes.” – Marcel Proust 

It’s 8 a.m., and Germán, General Manager of one of the country’s most important mining companies, wakes up with a headache, just as he has for the past two weeks: the same amount of time that the company’s operations have been halted due to a legal challenge from the surrounding communities. 

In recent days, the communities have blocked roads with peaceful protests. The signs read phrases like: “We’re tired of not being heard,” “We demand transparency,” “Sincere dialogue now,” “We’re fed up with being told what we need.” 

Germán reviews in his mind and tries to understand why he didn’t foresee this conflict. On one hand, the lawyers tell him that everything is in order regarding the legislation, that they have consulted various political authorities related to the issue, and these authorities validate that they have acted in accordance with current legislation; some even express their support for the company directly. On the other hand, the community relations officer, who reports to the Human Resources Manager, indicates that in recent years they have undertaken many projects with the communities, such as building a water purification plant, paving streets, renovating the town hall, and supporting the implementation of organic lettuce crops. In summary, he reviews the internal reports indicating everything is fine, but the reality he observes from the window shows the opposite. 

Germán, a Civil Industrial Engineer by profession,  feels frustrated and confusedand searches his repertoire of knowledge but finds no answers to the problem. Finally, he decides to change his approach and take action. He calls an urgent meeting with the community leaders and goes alone with his most trusted person in the company. His idea is to listen to the protesters. Although it takes several hours, he begins to empathize with them and understand the impact they perceive from the company’s operations and what can be done to reach agreements. He soon discovers that it’s about being a good neighbor and understanding the vision of the communities where his company operates. 

As with Germán’s case, understanding what the communities, one of the company’s main stakeholders, need and demand is the first step in building a trustful relationship. To achieve this, it is necessary to empathize with them and, from your position of strategic leadership in your company, put yourself in their place and reflect on how your business impacts them. Only then will you be able to understand and collaboratively address their needs and demands. The relationship with stakeholders is based on trust, and trust generates collaboration, but such relationships require transparency, communication on equal terms, consistency in actions, fulfilling commitments, and above all, having values and acting in accordance with them. These pillars allow for more collaborative relationships and more comprehensive solutions to the problems faced. 

However, resources are not infinite, and it is essential to focus them on what generates the greatest impact. Therefore, “although all needs and demands deserve consideration, some are more important than others” and in some way, you must prioritize them to advance in them. 

Germán began to understand this and started by creating an instance of equal communication where, with complete transparency, he would sit with the communities, this time without numerous advisors or lawyers, aiming to send a signal of trust. However, he will need to work with his team to also generate interlocutors in the company prepared to sit at the table. What Germán seeks is simply (but not an easy task) to regain the social license to operate that his company lost. Germán at least understood that the social license is not obtained just by complying with government regulations or simply paying a fee: it requires much more than money to operate with the agreement and respect of the communities in which his company is embedded. After 4 p.m., we will know if Germán managed to take the first step correctly, but at least he has already started the journey to truly be a good neighbor. 

1 Translated phrase from Warren Bennis, Former Chairman Board of Directors, Kennedy School of Government Center for Public Leadership, Harvard University