WHEN TO WALK THE WALK

SENIOR leaders must do due diligence before their organisation takes a public stance on a topical social issue, instead of jumping in and speaking out.

Organisations from the AFL to the local store are making their positions known on topical social issues, such as marriage equality, which are no longer confined to the realms of personal opinion.

It can bring benefits such as community engagement, but it can also backfire and polarise clientele, especially if the organisation has a history of not practising what it preaches.

Chief executive of The Career Insight Group, Jannine Fraser, says more company leaders are speaking out on social issues. “Given this is an emerging trend, there is ambiguity and risk surrounding when to speak up, on what, and how,” she says.

“Not engaging can give the impression they lack the courage and relevance to engage, or simply don’t care enough.”

When deciding whether to take a public stance, Fraser advises leaders to ask themselves a few questions.

“How does the issue impact your company or its customers? How can you add value, or would you simply be adding to the noise and doing a ‘me too’?” she says.

“How can it be consistent with your organisation’s purpose, and mindful of shareholders’ interests? (Is there a) leadership vacuum on the issue that you could help fill and how well might you be walking the talk on that issue?”

Tania Jolley (pictured), cofounder and managing director of criminal marking technology company DNA Security Solutions, says she considers it important for leaders to take a stand on social issues.

“I believe very strongly that you can’t just wish for change, you must be a part of that change,” she says.

“If I come across an issue that I believe I can help to make better, I will do my best to be a part of that change that needs to happen.”