Every organisation says they listen. Few can show it, And fewer still build systems that make it routine, meaningful, and useful.
In recent years, we’ve seen increasing pressure, from funders, regulators, and communities themselves, for organisations to demonstrate that they aren’t just acting for people, but with them. Whether it’s a council planning a regeneration project, or a service provider looking to improve delivery, the same questions surface: Who was consulted? How? And did it actually shape what happened next?
Listening Is More Than Asking
Good listening isn’t just about surveys, open meetings, or social media feedback. These are tools, useful ones, but they’re not enough on their own. It’s the design, intention, and follow-through that matter most. And in many organisations, the challenge isn’t whether they want to listen, it’s whether their structure allows them to do it well.
What’s often missing isn’t willingness. It’s time, method, or a clear link between listening and decision-making. And that’s where trust starts to fray, not because people weren’t asked, but because nothing appeared to change.
The Cost of Not Listening
Failing to engage meaningfully can cost far more than poor survey response rates. It can damage trust, increase resistance to change, or even escalate into formal complaints and reputational risk. For organisations operating in the public eye, these consequences can be deeply disruptive.
Listening well isn’t a compliance issue. It’s a leadership issue, and like all leadership issues, it requires care, intention, and follow-through.
Knowing Where to Start
At H26, we understand the tension between listening meaningfully and managing resources. We’ve worked with councils, companies, charities, and community-facing services trying to balance consultation expectations with day-to-day delivery. And we know there’s no off-the-shelf model for getting it right.
This article is informed by our experience supporting organisations.