When trying to lead a sustainability program from the inside, you may find that getting internal buy-in from your peers, managers and executives is the toughest part of the job. This is especially true when sustainability and CSR don’t get a lot of respect as a corporate priority.
Consider the situation from nay-sayers perspectives, though, and you can begin to see why sustainability (and you) aren’t favorites at work:
- The CFO may be thinking: why was sustainability “forced” on my, and why does it always seem to be spending more money than it saves?
- The COO may be thinking: have CSR programs really delivered anything meaningful to the company, or is it just a feel-good initiative that’s taking people away from their “real” jobs?
- Department heads may be thinking: Do sustainability people do anything except for harp about recycling all the time?
- The Director of Communications may be thinking: I just want to tell a good story. Why do the sustainability managers always want to bring up our weaknesses?
The industry, the corporate culture, the history of the company’s performance, the physical location, and many other factors may contribute to how your co-workers, subordinates, and leadership view the role of the sustainability leader.
In a recent article in the Harvard Business Review, Jim Whitehurst, the CEO of Red Hat, a security software company, gives some solid advice about earning respect inside a corporate culture.
- Show passion for the purpose of your organization and constantly drive interest in it. Even though you may have a TON of ideas on how your company can quickly change and make significant environmental gains, you should frame those ideas and the positive change they can create in language that speaks to the purpose of the organization itself. If internal stakeholders see sustainability programs as strengthening the business as a whole, and not just some ancillary reporting department, they will begin to respect sustainability’s role in the organization.
- Demonstrate confidence. You may be asking employees who are not under your direct supervision to make changes to purchasing habits, reporting protocols, and behavior. You need to ask them with respect and confidence. Conveying confidence for a program that is supported up the chain-of-command will help establish you – and the programs you are implementing – will encourage others to follow your lead.
- Engage your people. One of the biggest complaints about sustainability may stem from the top-down approach to change. Of course, you’re gathering the data, interpreting the reports, and making recommendations – but those who have to change because of a recommendation may come to see your role as an arbitrary rule imposer. As you look at programs and policies that affect department function or employee behavior, ask for input, ideas, and thoughts about how to implement change. You may get some great ideas from unexpected places.
- Don’t be a know-it-all. You may know a bit about sustainability, but you probably don’t know a lot about the detailed work of the different functional areas in your company. By showing passion for shared company goals and values, being confident in your own role, and engaging people in different areas of the company, you will begin to build a positive reputation. But, you may also misstep. By “owning up” as Whitehurst says, you should frankly address when something doesn’t go as planned and help the team build a work-around together.
Managing sustainability is a difficult role in many corporate systems as sustainability is not a supervisory, but more of an advisory, department. This makes it even more important to earn respect with internal stakeholders. By doing so, you will really see the full effects of sustainability programs and help integrate sustainability into the fabric of the company’s culture.
Working on a tough sustainability project where internal stakeholders are pushing back? Let us know in the comments.