Engaging the NHC, as with any other type of engagement, is all about relationships. The building of relationships with the NHC before an action requiring consultation occurs will pay large dividends. This is especially true when the action the Office is consulting on happens during an emergency or when time is limited. Mindful of this, the Office should seek input from NHC leaders even when not required by statute and when developing internal succession plans, include a means of connecting incoming staff to those leaders. The building blocks of a relationship are generally composed of small acts consistently, openly, and honestly executed by the Office.