Internal Influence in an Age of Authenticity
SBN Conference 2016 – Panel discussion
The panel
The interactive session linked
discussions held with conference
participants throughout the day
with insights from an expert panel.
Participants gained insight on how
to successfully influence and drive
internal change around
sustainability within their own
organisation.
As preparation for the panel
discussion, thinkstep collected
answers to a series of questions
throughout the day.
Feedback was collected on Post-It
Notes and placed on two
whiteboards in the coffee/lunch
area.
Kevin Golding,
Manager Future,
Winstone
Wallboards (GIB)
Mark Stevens,
Head of Sales
New Zealand, Tork
Professional Hygiene
Adam Schofield,
Environmental &
Quality Compliance
Manager, Autex
Maree Willetts,
Sustainability
Specialist, Meridian
Energy
“Integrity and
transparency are
key to a successful
business”
“Sustainability is key
from a procurement
perspective, as a
point of difference.”
“Autex is a family
business and
sustainability
speaks well to
family.”
“Sustainability is
logically linked to the
Meridian brand due
to our commitment
to 100% renewable
electricity.”
Pannel discussions chaired by:
Jim Fava,
Chief Strategist, Anthesis; Retired Chief
Sustainability Strategy, thinkstep
Supported by:
Jeff Vickers and Matthias Nebel,
thinkstep
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Voices of the conference
Why do sustainability managers often live in silos?
Sustainability managers and
sustainability teams often operate in
isolation from the rest of their
business. This can occur for many
reasons, e.g. they don’t speak the
language of the business, their role
was created to serve a specific
stakeholder need (e.g. CSR reporting
to investors), or because other people
within the business don’t consider
what they do to be a core activity.
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To be effective, sustainability thinking
and initiatives need to be “lived” by all
people within the organisation. To
help make this happen, sustainability
managers need to translate their ideas
into terms that resonate with the
people they want to influence. For
example, improving efficiency,
communicating more authentically,
retaining social license to operate,
community involvement, etc.
Why do sustainability managers often live in silos?
Panel discussion
“Many sustainability
managers historically
come from a compliance
background and this
perhaps has created the
silo mentality.”
“Perception is that it
will cost you more,
and this makes it an
add-on.”
Agreeing with the feedback received throughout the conference, all of our
panellists stressed the importance of fully integrating sustainability into the
organisation. However they also understood the challenges faced by many
sustainability managers not being viewed as vital to the organisation’s success “many sustainability managers historically come from a compliance background
and this perhaps has created the silo mentality.” Personal experiences also came
from the audience “Sustainability generally works with the “moral imperative” –
people doing things because they think it’s the right thing to do. Perception is
that it will cost you more, and this makes it an add-on. They like to put it in a silo
so that if it doesn’t work it can be lopped off in the next budget.” This stresses the
importance of the need to “integrate as business-as-usual so it can’t be lopped
off. It needs to be subversive; it needs to be part of culture.”
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“Sustainability has
transitioned from
risk management to
resilience-building.“
“Brand protection is
very important.
Sustainability is
becoming more core
to the business for
this reason.”
“From a structural perspective, sustainability people often operate in isolation or
as part of a sustainability team; however, you can’t be successful if you don’t
work across the business. You can have a core skill set, but you must serve the
business.” Many would struggle to give a clear answer to the question “what does
a sustainability manager do?” Our panel shared their experiences and the
development of their roles over time as sustainability became further integrated
into their organisation’s strategy – “it transitioned from risk management to
resilience-building. Compliance focus switched to this more proactive, forwardlooking approach.” “Part of your role as a sustainability manager is to break down
silos.” Sustainability should not be just about meeting reporting requirements or
reducing your organisation’s environmental impact. It is about future-proofing
your brand and the way it functions. “Brand protection is very important.
Sustainability is becoming more core to the business for this reason. This should
help to break down silos.”
5 tips to get out of the silo
Why do sustainability managers often live in silos?
1. Collaborate
Collaboration is key to breaking down silos. Involve many divisions within the organisation and
show them the benefits of working together to succeed sustainably.
2. Be a leader, not a reporter
Drive change within the organisation by demonstrating benefits to other members of the
organisation.
3. Don’t give up
Changes to thinking can be slow, especially in larger organisations. Change builds in the
background and happens suddenly – remember Niki Harre’s talk about change.
4. Think outside of environmental sustainability
Demonstrate the social and business case for sustainability. Sustainable organisations
understand the value of their brand and protect it by incorporating sustainability into all areas.
5. Share information
Promote the sharing of information between divisions of the organisation. This could include
data, feedback from customers or progress updates etc.
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Voices of the conference
Who is your other half?
It is unlikely you will be able to achieve
your vision alone. You will need partners
to make it work, and some partners will
be more important than others.
For example, a sustainability manager
who wants to move towards zero waste
will need buy-in from finance to support
investment, designers to come up with
creative solutions, and operations to
implement process changes.
There is no predefined number or type
of partnerships essential to achieve
sustainability goals across all
organisations.
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There are many opportunities for
collaboration between different sectors.
Working with the right partners to
achieve your specific goals is essential.
Respondents from the conference each
identified different partnerships based
on their unique circumstances. Some
identified positions with power to
authorise change, whereas others
identified partners with similar values
open to collaboration, or partners whom
the origin of their sustainable image is
dependent on.
Who is your other half?
Panel discussion
“It’s about selecting the
right people to make
these unconventional
ideas work in the future.”
“Not just half, it’s
halves; a multifunctional team.
Discussion by the panel over this topic offered up some great examples of
partnerships within or between organisations. Kevin Golding and Mark Stevens
both gave examples involving a large element of trust and buy-in from other
partners within and outside of the company. Kevin’s goal was to reduce waste
downstream, but management first needed to understand how selling less initially
helped to create a successful business. By optimising the system, Winstone
Wallboards is able to reduce construction waste sent to landfill, which also
reduces the initial product cost for its customers. He says “it’s about selecting the
right people to make these unconventional ideas work in the future.” Mark gave
an example of a partnership they have with a large restaurant chain. Tork was able
to significantly reduce the number of napkins consumed by restaurant customers,
by introducing a new napkin delivery system. They now sell them less napkins,
however they have achieved a valuable, long-term partnership.
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“Ideas put in front of
management are
complex, intangible
and sometimes
counter-intuitive.”
“Bring together the
leaders. If you bring
too broad a group, you
will end up at the
lowest common
denominator.”
Incorporating sustainable operation into an organisation often requires approval
from higher up. Obtaining investment and support from finance is a common issue
faced when trying to achieve sustainability goals - “Ideas put in front of
management are complex, intangible and sometimes counter-intuitive.” The
development of strong partnerships and being able to clearly communicate
benefits is especially important here.
The selection of another half or halves should be a strategic decision. Working
with the wrong partners, or too many partners, can limit your progress or derail
ideas completely. Instead, lead from the front with those who you need to
succeed. Jim Fava made the statement “bring together the leaders. If you bring too
broad a group, you will end up at the lowest common denominator,” and made an
interesting comparison with the SBN’s goal to make New Zealand a model country
for the rest of the world, “thinking globally but acting locally.”
5 tips to find your other half
Who is your other half?
1. Collaborate with the right people
You will not be able to achieve your goals alone. Working together with the right people will enable you to make your
ideas a reality. Often targeting strategic areas will be better than attempting to do too much at once.
2. Clearly communicate using terms that your audience understands
Your partners may come from a different background and will have a different view of your goals. Use terms which your
audience is familiar with and can relate to their own goals.
3. Know what you want to achieve
To get others on-board you must first sell the idea to yourself. Fully understanding what you want to achieve, along
with the strengths and weaknesses, will allow you to identify the partnerships which are most important.
4. It’s a two way street
Partnerships are not about getting permission or boosting your personal agenda. Show how your ideas can be mutually
beneficial and be open to learning what is actually important to your other half.
5. Keep looking forward
Just because a partnership didn’t work out in the past doesn’t mean it won’t in the future. Learn from past experiences
but look at ways to retain the partnership for the future, it may just be vital to successful future endeavours.
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Voices of the conference
Why is sustainability dead?
Similar to a sales person announcing
that “we sell products,” “being more
sustainable” really has nothing to do
with the price of fish.
Sustainability is not dead, but, as a
term, it is too broad to be
meaningful. It needs to put into
terms your target audience will fully
understand.
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In addition to being vague,
sustainability is perceived as a “buzzword.” We hear the word
sustainability so often in many
different contexts that we don’t
associate it with any value. Internally
sustainability is often perceived as a
moral add-on; externally, it is often
associated with “greenies.”
Why is sustainability dead?
Panel discussion
“Sustainability as a
term is dead as it puts
people off talking – it’s
a matter of using the
right language.”
“There is an
assumption by
consumers that
the sustainability
box has already
been ticked.”
The panellists all gave examples of their experiences trying to sell sustainability
internally. Kevin’s experience is that “sustainability as a term is dead as it puts
people off talking. The goals and outcomes are still there, but it’s a matter of
using the right language.” Adam even put this question to his sales team. Their
response was to say “there are many stories in the marketplace and not all are
authentic or can be supported. People are jaded.” He pointed out that “This is
problematic when the jaded person is the decision-maker, the buyer in this case.
Non-authentic stories are what make the news.” We also heard a great example
of this from earlier in the day, with the controversy surrounding vitamin C in
Ribena and the need for authenticity.
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“Message around
what you’re trying
to achieve rather
than sustainability
by itself.”
“Words like
‘resilience’ and
‘resource efficiency’
work well.”
Mark agreed that sustainability was not dead, but “complex.” “Business to
business will often have a procurement panel and you can talk through the
nuances. “Customers, on the other hand, need to make a snap decision and there
is an assumption by consumers that the sustainability box has already been
ticked.” Maree added that she doesn’t use the word sustainability in her day-today operations, but talks about the specifics, such as efficiency, transport etc.
“Message around what you’re trying to achieve rather than sustainability by
itself.” Jim added “sustainability is complex as there are so many issues. Different
people need to hear different things.” Kevin finds words like “resilience” and
“resource efficiency” work well. Adam has found marketing “want hard numbers
to be made relative, for example equivalent number of km driven by a car.”
5 tips to revive sustainability
Why is sustainability dead?
1. Use meaningful language
Sustainability as a term can often put people off talking. Instead use meaningful words that resonate with the intended audience.
Examples include business value, authentic communication, transparency, efficiency, resilience and risk management.
2. Be specific
Sustainability is a broad subject. Talk about the things you want to achieve. For example, increasing energy efficiency, creating a
business with a unique social purpose, etc.
3. Tell authentic stories
Let others know what specifically is important to you and your organisation and show them what you are doing in these areas. Make
sure your information is credible. Authenticity and transparency are highly valued.
4. Give tailored evidence
People want to see the results of their efforts. Sometimes intangible results can lead to a lack of understanding or motivation.
Present evidence and results in a way that is meaningful and useful for the target audience.
5. Be innovative
Sustainability as a “green” term is overused, and puts companies into one of two baskets: sustainable, or unsustainable. Sustainability
is not a feature, it is a process with varying levels of success. Find innovative ways to distinguish yourself from the pack.
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Voices of the conference
Small steps don’t matter for sustainability?
Can sustainability only be achieved
through big wins? Some people see
large transitions as the only way
forward, as they force problems to
be viewed from a different angle.
However, small steps can be more
motivating for people and long-term
targets often seem too far away to
affect day-to-day business. Perhaps
both are equally important and one
without the other cannot achieve its
full potential.
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Transformational thinking is crucial,
as incremental improvement (e.g.
improved efficiency in the appliance
industry) will only get you so far.
However, transformation can also
create barriers for change, such as
the fear of losing your own job. This
links to the idea of efficiency (doing
things right) to effectiveness (doing
the right things). There is often an
optimum position between the two,
but finding it can be a challenge.
Small steps don’t matter for sustainability?
Panel discussion
“You’ve got to earn your
stripes. You have to achieve
small wins to earn them.”
“Big lofty goals are
too easy to put aside.
Small steps are
harder to stop when
times get tough.”
The panel stressed the importance of smaller steps, especially for sustainability.
Kevin’s reasoning was that “you’ve got to earn your stripes [credibility &
expectations]. You have to achieve small wins to earn them.” Adam argued “Big
lofty goals are too easy to put aside. However, the small steps should lead to
something. Small steps are harder to stop when times get tough.” Maree pointed
out that it also depends on the size of the company “small steps for a big
company can lead to big outcomes. Small companies can be agile, make big
changes fast and have ripple effects.” Mark was also in favour of the smaller
steps and Toyota’s [Kaizen] approach “you make a small step every day and
things change.” Mark also gave an example which many of those in the audience
enjoyed: “Our office in Newmarket (40 people) converted to a zero waste to
landfill goal. We took away the rubbish bins. It is tiny thing in the scope of our
operations (being a paper mill) but it got people engaged.” Small steps often
provide tangible results and that is great for motivation.
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“It is tiny thing
in the scope of
our operations,
but it got people
engaged.”
“It forced them to think
about the problem
differently – not just
tightening your belt.”
It is clear that large goals without direction are going to be a struggle. Breaking
down goals into smaller steps can show you a path to other side of the forest
when you are surrounded by trees. However, if you take only small steps,
without larger, more transformational thinking, you may never discover a better
path right beside you. Jim gave an example of a company who moved from a
goal of reducing pollution by 10% per year to a goal of zero waste. “People
thought he was crazy. However, they achieved this in a series of process steps as
it forced them to think about the problem differently – not just tightening your
belt.” The sizing of goals and targets can be more than just a measurable endpoint. They end up determining levels of buy-in, motivation and innovation from
those involved, and ultimately how successfully a sustainable culture is
incorporated into an organisation. A staircase without steps is a slide – you keep
ending up at the bottom when you wanted to go up. Steps without a staircase
are a trip hazard.
5 tips to keep stepping forward
Small steps don’t matter for sustainability?
1. Set personalised goals
For sustainability to be fully integrated, it must become part of the culture. Allowing people to
see that they have a personal impact, no matter the size, can help to get them engaged.
2. Know your purpose
Your focus should be figuring out what is really important for your organisation and how to
achieve this purpose better. Ensure there is a clear link between your goals and your purpose.
3. Balance ‘effective’ and ‘efficient’ goals
Make sure that goals, targets and KPIs etc. are actually producing results in line with your
purpose. You may need to stimulate transformational thinking and balance resources.
4. Identify your hotspots
Find out what your ‘hotspots’ are. These are areas where there is the greatest opportunity for
improvement and often offer the best return on investment.
5. Celebrate your achievements
Recognise milestones and share stories of your progress both internally and externally. This will
be important to engage stakeholders and demonstrate the benefits of sustainability.
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Panel’s closing remarks
Maree: Collaborate. Fail fast. Try lots of things. It will come together.
Adam: Don’t give up. It’s too easy to shrug your shoulders and say “I
tried”. There is no change for a long time, but it builds in the
background, then it does change.
Mark: Don’t tell lies. Don’t be at that end of the spectrum. We are
hyper sensitised to seeing “green” next to products and very sceptical
of this.
Kevin: You’ve got to walk the talk. Follow through. Have integrity. It
can be a long, slow process. It is a journey – there is no immediate
end.
Jim Fava’s three walkaway messages
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1.
You can’t achieve your vision alone. You may need support from finance, procurement,
product/service designers, external partners, customers, etc. Sustainability problems are almost
always multi-disciplinary problems.
2.
Sustainability needs long-term disruptive goals, but you have to break these goals down into
steps that people can achieve today. Short-term wins help to create motivation and act as
stepping stones to your longer-term vision.
3.
“Sustainability” by itself is too broad to be meaningful. Instead, use terms that resonate with
your stakeholders. Examples include business value, authentic communication, transparency,
efficiency, resilience and risk management. Talk about the things you are actually doing or hope to
achieve, not just about becoming “more sustainable”.
Engage with us
thinkstep
Sustainable Business Network
Barbara Nebel
04 889 2520
[email protected]
James Griffin
09 826 5642
[email protected]
www.thinkstep.com
www.sustainable.org.nz