Sustainability leadership in a time of crisis and despair
It’s time to lace up and continue the inexorable forward march that has long been our strong suit. Here are 7 leadership qualities we’ll need for the journey. Read More
Aligning a company with meaningful sustainability goals has never been easy, despite some stakeholders’ assumptions that it’s merely a matter of snapping one’s corporate fingers and making it happen. But today, as we face a new era of reactionary, strongman leadership — in the United States and elsewhere — the mountain sustainability leaders must climb seems steeper than ever.
Consider what lies ahead: a newly resurgent fossil-fuel industry with unfettered access to the corridors of power. An already-shaky regulatory regime aimed at reducing emissions and supporting much-needed accountability on corporate behavior, now ripe for dismantling. A booming cleantech sector that stands to lose the considerable market momentum it’s gained in recent years. A pullback from climate initiatives that were never that ambitious to begin with.
And a culture war that already has forced many, if not most, companies and investment firms to conduct their climate, energy and social practices sotto voce, lest they be tarred as woke, or worse.
There’s more, but I’ll spare you the agony of a comprehensive recitation.
Given all this, how can sustainability leaders meet the moment? Here are seven qualities I believe will be essential in the coming months.
Embrace visionary resilience: Having a clear vision of the goal will be Job One. I invite you to ponder the Stockdale Paradox, which I wrote about during the pandemic but which is highly relevant to this moment. In short, James Stockdale, the highest-ranking U.S. prisoner during the Vietnam War, shared how he made it through more than seven years of captivity and torture by the North Vietnamese. As he explained:
“You must never confuse faith that you will prevail in the end — which you can never afford to lose — with the discipline to confront the most brutal facts of your current reality, whatever they might be.”
As the brutal facts of our current reality set in, try to find solace in remembering that we sustainability champions are on the right side of history, and that we will prevail in the end.
Deeply engage stakeholders: In tough times, open communication with stakeholders — including employees, customers and communities — is critical. Your various publics need to know that you are not backing down, that you are staying the course, perhaps even redoubling your sustainability efforts. Try to prioritize transparency and engage stakeholders with clear-eyed, tangible goals, fostering a sense of shared purpose and collaboration.
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Adapt strategies: Sustainability leadership requires agility, including the ability to shift directions in response to evolving circumstances, and to leverage data-driven insights to align sustainability goals with business success. That could result in jettisoning some marginal, feel-good (and performative) initiatives in favor of focusing on more impactful and material ones.
Support sustainable innovation: There may be a temptation to cut costs and pull back on unproven projects or solutions, but sustainability leaders must advocate for continued, even increased, investment in sustainable technologies and practices. This can not only help mitigate future risks, but also better position your company as forward-thinking amidst the coming headwinds.
Champion empathy and ethics: The new political regime appears poised to exacerbate societal inequities. Sustainability leaders should put a premium on empathy, ensuring that initiatives are inclusive and ethical. Though it may seem out of favor to some, a commitment to social responsibility can still help enhance brand loyalty, increase employee retention and strengthen community ties.
Focus on the long term: Effective sustainability leadership must emphasize the importance of long-term impacts over short-term gains. True, this runs counter to most companies’ quarterly, bottom-line focus, but long-term, visionary leadership remains a valuable intangible asset for most firms. Do whatever you can to communicate how sustainability practices contribute to operational resilience, helping your company remain strong during turbulent times.
Maintain unwavering optimism. Perhaps most important — and likely most difficult of all in the short run — is to remain optimistic, empowered and committed to the journey ahead. This is no time to throw up one’s hands or otherwise succumb to the forces that, for whatever reason, want to see us fail. Remember why you got into this profession in the first place — the passion and perseverance you brought to your first sustainability job. Keep that as a lodestar as you navigate the shifting winds and tides.
As I said, the sustainability journey has always been an uphill climb. It’s time to lace up and continue the inexorable forward march that has long been our strong suit.
[Join your community, including 3,000 sustainability leaders, at GreenBiz 25 — the premier annual event for sustainability professionals.]
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