Blog #15: Building relationships and trust with Indigenous communities.

I was asked how to build relationships and trust with an Indigenous community.

As a reminder, I am not an expert. What I share comes from my experiences and learnings acquired primarily from visits to remote (fly-in) First Nations communities located across Ontario’s far north.

Building a trusting relationship with an Indigenous community is an important process. It is an essential prerequisite for future collaborations on projects that impact Indigenous lives and their homelands. It is ethically sound and provides insight into reconciliation.

Implementation of a jointly developed engagement process is a key way to build respectful, trusting relationships with Indigenous peoples. Engagement is also an important way to learn and connect with Indigenous peoples. Without engagement, relationships cannot be built and trust will not develop. Said simply, the creation of a trusting relationship is an outcome of Indigenous engagement (Photo 1).

Photo 1: Elder Ben Cheechoo (then Chief Executive Officer, Matawa First Nations, a tribal council) and me (right: Andy Fyon, Ontario Geological Survey) joking that neither of us had anything hiding up our sleeves as a way to recognize that working together meant transparent communication as a way to build trust. Photo by Lori Churchill (Ontario Geological Survey), Fort Hope Inn, in the homeland of Eabametoong First Nation, May 26/03.

That raises the question, “How do I engage with an Indigenous community?” I always start to answer that question by asking another question, “How do you want people to treat you and engage with you?” By answering how you want to be treated, you begin to answer the question of how to engage with an Indigenous community and, therefore, how to build trust. I explored in more detail aspects of Indigenous engagement in my previous Indigenous engagement blog notes: a) #9 (Part 1: What, Why and When); b) #10 (Part 2: Who, Where and How); c) #11 (Part 3: Engagement Preparation); and #12 (Part 4: Principles and Practices). Please review those for additional information.

What I share here are some principles and practices that underpin the development of trust between you and an Indigenous community.

Part A: Your Response to First Nations Perspectives:

Treat First Nations as equals and respect their nation-to-nation perspective: Your attitude and understanding is important to building a trusting relationship. First Nations are not stakeholders or clients. They are nations, equal in status to the nation called Canada (Photo 2). I appreciate that not all non-Indigenous people accept that status. But, First Nations understand "nation-to-nation" to mean equality. They expect to be treated as equals at the engagement and business tables. Discuss this expectation and its meaning at the outset to guide the joint development of an engagement process. Be mindful of your scope of authority. You do not have the authority to rewrite a treaty. Regardless, your attitude towards nation-to-nation equality will influence you ability to engage, develop trust, and, ultimately, collaborate with First Nations.

Photo 2: I learned about the First Nations nation-to-nation expectations at a meeting between the federal government and two First Nation bands. See Chapter A10 Nation-to-Nation Equality in my book. Left, Elder Corny Nate (RIP), Eabametoong First Nation (EFN); centre, federal government minister, the Honourable Bob Nault, Member of Parliament for Kenora-Rainy River, northwestern Ontario; and right, Elder Louis Waswa (RIP), (EFN). Photo composed in Fort Hope, Ontario, in the homeland of Eabametoong First Nation, October 16, 2003.

Show respect for Indigenous cultural practices and values (Photo 3): Respect shown for Indigenous culture and values will likely be reciprocated. Try to learn and speak the local Indigenous language, even just simple greetings. That is a sign of respect. Be respectful of Indigenous spiritual ceremonies, practices, and spiritual sites. That will help strengthen the building of a trusting relationship.

Photo 3: Andy Yesno, Eabametoong First Nations, showing me how to set a marten trap. This experience was part of my learning about First Nations culture and use of the land. Photo composed by Andy Fyon, near Fort Hope, in the homeland of Eabametoong First Nation, April 4/04.

Indigenous cultures are relationship-based: Invest in building personal relationships, ideally before trying to advance business relationships, to lay a foundation upon which to build trusting relationships.

Part B: Engagement process:

Long-term trusting relationships develop between people, not organizations: Where possible, maintain the same people on the engagement team over time. In my book Walking Together, Chapter A4 Relationships Develop Between People, Not Organizations, I explain the importance of keeping the same people involved in the long-term building of Indigenous relationships. It is hard to build trust when the people involved change frequently.

Engagement takes time and is an investment, not a cost: Community-level engagement and building trusting relationships takes time. You cannot rush the process. Visit the community repeatedly. Community people will recognize you; some people will eventually approach and talk with you. That is when community-level engagement begins (see Chapter A2 First Nation Engagement Model). Also, each community has their internal decision-making process and it takes time for a community to reach a decision. Failure to invest time during engagement will likely cost more time and money in the long run (see Chapter A6 It Takes Time). Recognizing and adapting to those community-based processes will help build a trusting relationship.

Pre-engagement preparation: Prepare for engagement by learning the history of the community, their values, the relevant treaties, the impacts of residential schools, and conflicts, if any, between the community, governments, private sector companies, and academia. Doing this homework will be recognized by the Indigenous community and help raise their level of trust in you.

Levels of community engagement: My mentor Andy Yesno (RIP; Eabametoong First Nation) taught us to engage each community at multiple levels: chief-to-chief; technical-to-technical (Photo 4); and community-to-community (see Chapter A2 First Nations Engagement Model). Formal boardroom meetings will have an agenda. Informal walkabouts are without an agenda. Some community visits are planned, others can be unplanned because you happen to be in the “neighborhood” (see Chapter B2 My Head Map is Broken). Both are valuable in building trusting relationships. Ultimately, you will be invited to visit people in their homes where the development of a trusting relationship grows because you show an interest in the people as people who have families, issues, concerns, a range of good and troubling life experiences, and life goals.

Photo 4: The Ontario Geological Survey (OGS) funded the hiring of Jonathan Spence (centre: Webequie First Nation) by Webequie First Nation. Jon started a community based traditional ecological knowledge (TEK) mapping project - a project that was important to the First Nation, met the community’s interests, and would help inform OGS mapping in the area. Left: Andy Fyon, Director, OGS) and right: Elder Josie Jacob, reviewing the TEK agreement and discussing preliminary results. Photo composed by Lori Churchill (OGS), in the administrative boardroom, Webequie, in the homeland of Webequie First Nation, Jan 12/07.

Be visible: Find ways to connect and talk with the entire community in a variety of venues, including in the boardroom, at school, on the community playground, at the local sports arena or a store or community event, during a walkabout on the community streets, or sharing a meal in the local coffee shop (Photo 5). Attending community events and getting to know people informally is key to community-level engagement (see Chapter B3 Table for Ten). This demonstrates your interest in getting to know the community and that contributes to building trust.

Photo 5: A shared meal in Elijah Jacob’s coffee shop, Webequie, Ontario, Canada, with Mathew Jacob (left, back row), Elder Jeremiah Troutlake (centre back row) and Andy Fyon (right, back row, Director, Ontario Geological Survey). Other community members, including children, shared the meal. Shared meals are an excellent way to get to know community people. Photo composed by Kristina Meades (Ontario Geological Survey), Webequie, in the homeland of Webequie First Nation, Jan 24/08.

Community support: Are there community initiatives that you can support (Photo 6)? Building a relationship is not just about advancing your interests. Even if your organization’s rules preclude some types of community support, be aware of community interests that you can support within the scope of your authority (e.g., land-based learning activities, buying gas for a community-based trip you are involved with, providing food as a gift for a feast, or providing school supplies for an activity you are involved with). Showing your support for community initiatives demonstrates your interest beyond your project and helps build trust.

Photo 6: A group photo following the signing of an agreement between Webequie First Nation (WFN) and Ontario Geological Survey (OGS) which enabled OGS to support a community-based traditional ecological mapping project. Left to right: Jonathon Spence (WFN and project worker), Andy Fyon (Director, OGS), Elder Josie Jacob (WFN), and Councillor Elsie MacDonald (WFN). Photo composed by Lori Churchill (OGS), Jan 12/07.

Shared ownership and participation: Involve Indigenous communities in the planning and development of projects that have a footprint on their homeland. Indigenous participation during the conceptual development of a program can be difficult or impossible, but try nonetheless to find a way to involve the Indigenous community as soon as possible. Early community participation increases the likelihood of community support for a project and advances the goal of achieving social licence. Shared ownership helps create trust (Photo 7).

Photo 7: This grade 5 class from the John C Yesno Education Centre created art used to illustrate technical English words that formed a glossary. Community-based language keepers adapted existing language and created new language to interpret the English words into the local Ojibwe dialect. The glossary project was owned and delivered by Eabametoong First Nation (EFN). Photo composed by Andy Fyon, Ontario Geological Survey, in Fort Hope, in the homeland of Eabametoong First Nation, May 12/04.

Part C: Personal perspectives and skills:

Develop your listening skills: Develop your observation and listening skills. You don’t learn if you don’t observe and listen. Listening will identify words to avoid, will give you cultural insights, and will reveal historical events that affected the First Nations very differently from how you may understand them (see Chapter A12 Ishkonigan). Listening and learning are important steps towards developing a trusting relationship.

Be flexible: Sometimes it is necessary to change or cancel a visit at the last minute because of an unexpected community event, such as a death or competing meeting. Demonstrating you are willing to accept and adapt to those priority changes will be recognized and help build a trusting relationship.

Respect Indigenous knowledge and perspectives (Photo 8): First Nations communities have traditional knowledge about their homelands, histories, and cultures. Without respectful engagement, your will likely infringe upon a treaty or an Aboriginal right by violating a spiritual site or by weakening the efficacy of medicinal plants (by virtue of your very proximity to them). As a result, your planning might end up less informed and your project might be put at risk. But, you have to earn the right to learn about – and use – that knowledge. Earning that right takes time. Demonstrating your respect for Indigenous knowledge – as being equal to your “western science” knowledge – helps build trust.

Photo 8: Indigenous Elders have a lifetime of traditional knowledge related to the land. These two elders were born on the land amd spent half their life living a traditional land-based life. Left: Elder Marion Boyce (RIP). Right: Elder Clara Boyce (aka Kaanenah; RIP). Photo composed by Andy Fyon, in Fort Hope, in the homeland of Eabametoong First Nation, Ontario, Canada, May 13/04.

Recognize your limited knowledge: Recognize and acknowledge that, despite your pre-engagement research, you likely have very limited knowledge about the community’s history, culture, governance, spirituality, and practices. Ask questions. Be willing to learn. Some people call this recognition “cultural humility.” Community members will recognize and respect your interest in – and commitment to – their Nation, and that helps build trust.

Be aware of different interpretations and meanings of words: You and the Indigenous people may use the same words but those words may have very different meanings to each group. For example, one person's opportunity might be another's threat (Photo 9). Don’t assume you share the meaning of the words “benefits” or “partnerships.” I stopped using those words because I and the Indigenous people did not share the same understanding of what those words meant (see Chapter A9 Words Matter, Meanings May Differ). By clarifying the intent behind words and phrases, you are more likely to avoid a misunderstanding that can undermine the development of trust.

Photo 9: I learned from Chief Arnold Gardiner, Eagle Lake First Nation, why I should not use the word “opportunity” when discussing geological projects with First Nations. My sense of “opportunity” may represent a threat to the First Nations. I stopped using the word “opportunity” after that lesson. Photo composed by Andy Fyon, Eagle Lake First Nation, Ontario, Canada, Oct. 25/02.

Be aware of triggers: Be sensitive and respectful if and when people share their past. You will likely learn about hurtful life experiences. But many people are not ready or able to share their stories with an outsider. Don’t challenge or downplay stories of trauma or injustice. Saying “Thank you for sharing that” and “Thank you for helping me understand that” can go a long way towards building trust.

Understand and respect Indigenous values: Talking with people will reveal their values and your mutual values (see Chapter A5 Values Matter). Fundamental differences in respective values may lead to conflict or discourage communication. Exploring community values demonstrates your interest and commitment and helps build trust.

Share information openly and transparently: Trust is built on open and transparent sharing of information. When you share project information, possibly even sensitive information, the community is able to make informed decisions. If you share sensitive information, communities recognize that you have compromised yourself and are vulnerable because you violated one of your organization’s policies. In a my Blog #7 Have You Ever Shared Sensitive Information?, I provide the framework that I used to assess risks associated with sharing sensitive information. You have to assess your own risk, based on legislation and the policies, directives, and practices of your own jurisdiction and organization. My goal was always to protect the relationship and help develop trust, at an acceptable level of risk.

Be adaptable: Communities are very different. Their histories are different. Their cultures differ. Their language dialects differ. Their engagement expectations likely differ. Standards of respect and trust are different. Engagement expectations learned from one community may not be applicable to another community. Recognizing this enhances the building of trust.

Don’t fear making mistakes, but be accountable: I could fill a book with all the mistakes I have made. When you make a mistake – and we all do – take responsibility for it. Own it by apologizing sincerely. Learn from the mistake and commit to not repeating the mistake. Don’t be defensive. Owning your mistakes is a character trait recognized by Indigenous communities that helps build trust.

Be responsible: If you commit to doing something, carry it out and report back. Failure to do so will erode trust.

Summary:

This long list may seem overwhelming. However, by trying to embrace and implement some of these principles and practices, you will be seen by the Indigenous community to be willing and committed to mutual respect. That is essential to helping build a trusting relationship.

Remember, there is no single recipe or silver bullet that works for all Indigenous communities. Each community is different. Each has its own standards for trust. Remain adaptable and practise continual learning. Accept that you will feel uncomfortable at times.

Building trust is a journey, not a series of checkboxes. It’s about showing up, again and again, with openness and respect – the way you want to be treated and engaged. Over time, with a continued investment of time, you will earn the trust of the community.