Author: Boudewijn Goossens (Future Focused leadership)
April 2024
I see it over and over again… the lonely and frustrated Sustainability Manager. Excited when appointed in the position to execute an impossible task. Not that it is unachievable to transform a business into a thriving sustainable operation, focused on innovation and opportunities. Yet, it is tough if you have to do that on your own, with a too small budget while the rest of the organisation continues as if sustainability is not a thing. This is the reality for many.
Executives often make the mistake of appointing a manager to deal with sustainability in isolation. Yet, implementing improvements to satisfy ESG requirements can only be successful if the entire organisation is involved. For example, HR needs to relook at how KPIs are set and appoint relevant new staff. Finance needs to ensure that all departments budget for sustainability related activities, while Sales will need to relook at market opportunities of sustainably produced products. PR will have to redesign communication style and review target audiences. The role of the Sustainability Manager should be to oversee all these exciting changes in the organisation while facilitating a culture change.
Unfortunately, most sustainability managers are too busy ensuring compliance with a list of environmental and social standards, prescribed by the government, greening investors or conscious customers. If all the boxes are ticked, the manager has achieved the KPIs – whether the planet is better off or not. Projects are typically ad hoc and therefore unplanned. Stress levels are high because of the last minute work. Consultants are laughing because they can charge high fees to fix your problems.
I am not suggesting that the sustainability department should be closed. But it would be beneficial for organisations to change its role. Start by forming a cross-departmental Sustainability Working Group, coordinated by the Sustainability Manager. The role of this working group is to find solutions for future challenges together. This could be a first move towards a shift in company culture. In addition, Board members and executives might benefit from Masterclasses and Coaching sessions on how to lead transformation of organisations from conventional to sustainable businesses, from reactive to proactive sustainability management.
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