Bringing ACE’s engagement principles to life – with Tonkin + Taylor

Why the principles matter 

The workshop addressed a fundamental truth – 90% of engagement issues have nothing to do with technical skills. Respect, trust, and emotional intelligence are as vital as technical expertise, and the real challenges lie in communication, relationships, and the ability to manage difficult conversations.  

The principles are practical tools to help foster collaboration, manage risks, and deliver better outcomes for clients, consultants, and the wider community with the goal of building an ethical, sustainable and high performing construction and infrastructure sector. 

T+T’s training program is built around the understanding that successful projects depend on strong systems, robust processes, and, most importantly, healthy relationships.  

Principles in practice 

Applying the principles consistently requires self-awareness and adaptability. They serve as a compass during project challenges and uncertainty, guiding consultants to better outcomes, and are underpinned by three core elements: 

• Who makes decisions, and how is information shared? 

• How do different stakeholders view the project? 

• How do the various relationships involved influence project dynamics?

A successful project requires consideration of the diverse viewpoints of those involved, including the client’s representative, the community and tangata whenua, the client and stakeholders, the consultant and project team, and the consulting company. Relationships to the project can be direct, indirect, or remote, and the principles play a role in each.  

Navigating inflection points 

Client engagement is dynamic, shifting throughout a project. Consultants must recognise and manage inflection points – moments when the relationship’s direction or tone changes. Their behaviour at these points is critical for building, securing and retaining the client’s trust and maintaining positive engagement. 

Change is also inevitable and must be addressed. Discussing change management with clients from the outset sets expectations and reduces friction when adjustments are needed. Key considerations for managing inflection points include: 

• Recognising inflection points 

• Managing these moments with integrity and trust 

• Focusing on the quality of conversations and language used  
  
  

The human element – listening, reflection and trust 

Engineers often default to logic when solving problems, but this alone is insufficient when emotions run high. The ability to ask questions, listen and reflect is essential for building trust and resolving issues. Asking the following questions can help guide responses: 

• When is the best time to listen and reflect? 

• When should you lean into logic?

Taking a brief pause during challenging meetings can also help consultants collect their thoughts and respond more effectively.   

Internal and external application 

The principles also apply internally; they are not just for client interactions. Language matters and using the principles to reframe internal conversations can help teams find solutions in challenging situations.    

Debriefing with colleagues after client meetings and sharing learnings also helps reinforce the principles and improve future interactions. Engagement is a team effort, and consultants need to support each other.  

Key takeaways for training staff 

At the end of the workshop, participants reflected upon the discussion and identified actionable insights to personally undertake. Various elements of understanding emerged, reflecting the different personalities and levels of experience in the room. These included: 

• Prioritise the human element: focus less on problem-solving and more on listening and reflecting 

• Ask questions before offering solutions: create space for understanding before acting 

• Practice self-reflection: regularly assess your own approach and impact 

• Recognise and manage inflection points: be alert to shifts in engagement and respond thoughtfully 

• Model the Principles: senior staff should embody the principles for the benefit of the team and younger staff 

• Share reflections: debrief after client meetings and share insights with the team 

• Consider all stakeholders: apply the principles broadly, not just to immediate clients 

• Manage change proactively: discuss change management with clients early in the project 

• Build relationships beyond the client manager: expand your network within client organisations 

• Allow time for emotional check-ins: bring a little humanity into internal and external meetings by starting with some space for personal connection

The workshop concluded by emphasising that genuine care is the foundation of effective client management and, despite the complexity of the principles, the greatest challenge lies in making time for self-reflection and ensuring clients feel truly heard and understood.  

The principles provide practical tools to strengthen consultant and client engagement and behaviours and serve as a reminder to bring humanity into every interaction.