Welcome to:Driving Organizational Success

through Sustainability Leadership

Dr. George Basile Bruno Sarda Park Howell Dr. Kevin Gazzara

• Apply sustainability using a global-context lensGlobal Context

• Develop sustainability strategies for success Strategy• Identify leadership practices for sustained

transformationLeadership

• Create effective sustainability communicationsCommunication

Sustainability as Strategy

Who Cares?

Status Quo to Sustainability

Your Unique Leadership Skills

Initiate and Sustain Change

Today’s workshop

Two breaks: Approx. 10:00AM and 11:15AM30-minute chunks: 20 min content + 10 min activityTurn devices to silentChatham-house rulesSlides can be shared afterwardsHave fun!

Housekeeping

Reframing Sustainability as a Strategic Opportunity

Congress Big Business SME

Multi-Natl Other

Rockstrom. Et al. Nature

Sustainability as a Problem…

Sustainability as Decision Challenge: You are in charge!

Reframing Sustainability for Success

New Frame: Sustainability as a Success Lens…

Better Decision

s & Outcom

es

Growth & Adaptation

Leadership &

Success…

Being energized by a changing and expanded reality.

Opportunity &

Innovation

Case for Sustainability Drive business growth

1 Enhance brand and reputation

3Mitigate risk and ensure continuity

2

Drive business growth

Build brand value and enhance reputation

Mitigate risk and ensure business continuity

Examples:§License to operate §New markets§Hidden costs§Unmanaged risks

1 2 3

§Employee engagement, talent acquisition/retention§Brand equity, reputation§competitive differentiation/parity§Customer requirements & standards§Company culture & values

Case for Sustainability

Knowing Your Audiences and What They Care

About

The Story Cycle

Alarmed Concerned Cautious

Disengaged Doubtful Dismissive

Know Thy Audience

Stakeholder Prioritization Mapping

Moving From Status Quo Into Sustainability

So if this is what we want, how do we get it?

The sustainability context is broad, inside an even broader global context. How do organizations decide what to believe, what to say, what to do?

Drive business 1 Enhancebrand

3Mitigate risk

2

There are two basic dimensions that guide us:

Does this always lead to focus on most material issues?

Internal External

“Materiality is like packing a backpack for a hike:you can only bring the supplies that are absolutely critical, otherwise the weight will slow you down and eventually bring you to your knees.”

Gary NiekerkDirector, Global CitizenshipIntel Corporation

Source: Redefining Materiality II: Why it matters, who’s involved and what it means for corporate leaders and boards, AccountAbility, 2013.

Sustainability goals and activities need to align to business strategy and performance metrics. Sustainability success cannot be separate from organizational success. Source: The Materiality Report: Aligning Strategy, Performance, and Reporting, AccountAbility, 2006.

Mot

ivat

ion

Capability

Underachieve

Over Promise

Sustainability Motivation

Tier 1 Compliance focused

Sustainability Am

bition

Tier 2 Eco-efficiency beyond compliance

Tier 3 Sustainability integrated into core strategy

Tier 4 Organizing to change society

Being Strategic: A Systems Approach

Principles for Successdefining success in the system

Systems & ScienceA way to understand the world

Strategic Principlesfor achieving success

Actionsinitiatives on several fronts

Toolsimplementation and assessment

Principles for Success

System

Strategic Principles

Actions

Tools

Tier 1 Tier 2 Tier 3 Tier 4

Immediate bounds of business

Supply web and life cycle

Global systems relevant to biz

Global systems relevant to society

Growth and profit Growth, profit, optimal efficiency

Sustainable growth and profit via sustainability

Reshaping society so sust biz is an advantage

Classic business strats

Classic plus life cycle perspective

Classic plus sustainability as core strategic lens

Sustainability req’s as lens for strategy

Business management actions

Business management and resource management

Sustainability as a management paradigm

Beyond bounds of business

Classic accounting, biz case, market analysis, etc.

Classic plus LCA, WRI CO2 EMS, DFE, GRI, E-Goals, LEED

SMS, personal sust plans, NC, Integrated sust planning, C2C..

Lobbying, civic engagement, public campaigns…

How?

Your Business

Principles for Successdefining success in the system

SystemsA way to understand your world

Strategic Principlesfor achieving success

Actionsinitiatives on several fronts

Toolsimplementation and assessment

Tier ?Action

Why

How

Tier 1 Tier 2 Tier 3 Tier 4Exercise: What Tier is Your Biz?

Taping Your Unique Sustainability Leadership

Skills

Why you do what you do

Cartman’s storytelling secret

The And, But & Therefore

Sustainability issues are growing in awareness, andpositions taken by the new administration of denyingthe science is underscoring its urgency to many,

but our messages are often clouded by jargon and havedifficulty cutting through the clutter of today’s attentioneconomy.

Therefore, the ancient power of storytelling remains thepurest way to connect with audiences and move peopleto action by tapping the mind’s quest for survival.

And, But, Therefore

Source: Jim Collins – Good to Great 2001

Source: The Sustainability Leadership Institute 2013

Models

Source: The Sustainable Operations Western Collective

2010

Source: BSR Report on Leadership 2013

2015

What Leaders Need to Develop

Source: The 2015 Global Leadership Development Study

On a regular basis I consistently:1= none of the time 2 = some of the time 3= half of the time 4 = most of the time 5= all of the time

351

4

5

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1

4

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Basedon- Bennis,W.andGoldsmith,J.- LearningtoLead.Reading,MA.PerseusBooks

Are You More of a Manager or a Leader?

Question Question Rating M L 1 Administer tasks or activities for or with my staff or co-workers. 2 Investigate opportunities for my organization. 3 Maintain elements that contribute to the current work environment. 4 Asks questions of my staff or co-workers to determine the “what and why” of proposals and

projects.

5 Accept the status quo during good and bad times. 6 Focus on the people in the organization more than the work itself. 7 Retain a short-term view to ensure tasks are completed. 8 Am considered as an original thinker. 9 Do things the right way. 10 Focus on the horizon rather than being distracted by items within immediate sight. 11 Am considered by management a person that does what is asked of them without question. 12 Am considered my own person and authentic. 13 Focus on the bottom line for my organization and the company. 14 Take a long-term view beyond what is necessary for immediate business needs. 15 Accept projects or activities requested of me and /or my organization. 16 Provide or insight innovative new ideas. 17 Rely on my ability to control the environment for organizational success. 18 Inspire trust in me from my team and others in the organization. 19 Ask the questions of “how and when” of my staff or co-workers regarding projects and

deliverables.

20 Develop my organization, coworkers and/or projects. 21 Copy or replicate outside best practices, processes or systems for my organization to use. 22 Challenge the Status Quo regardless of impact to myself, if it is in the best interest of my

organization or for the company.

23 Focus on organizational systems & structure. 24 Make decisions to do the right things. Totals

On a regular basis I consistently:1= none of the time 2 = some of the time 3= half of the time 4 = most of the time 5= all of the time

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Basedon- Bennis,W.andGoldsmith,J.- LearningtoLead.Reading,MA.PerseusBooks

Are You More of a Manager or a Leader?Red(odd#s)=ManagementBlack(even#s)=Leadership

Red(odd#s)=ManagementBlack(even#s)=Leadership

How to Initiate and Sustain Change

Within the Organization

You’re ready to take on the challenge.Now What?

Inside Outside Strategy

• Rare to get all that you need to get going – so don’t let that stop you. ‘Fake it till you make it!’

• Bootstrap early efforts until you earn right to scale• Be creative to generate support, attention and pressures to act• Those who will help you will do it because they want to, not have to• Finding and nurturing engaged employees is key to early traction

Helpful Tips

Sustainability as a Success

Engine…

Aha!New Perspective

Permission

Creativity

Business Goals & Drivers

Operations Product External Supply Chain

• Global energy efficiency • Paper reduction • Green power • Green purchasing • Greener facilities • Global water • Employee incentives • Internal comms

• Packaging • Energy efficiency • Green contest • Solar roadmap • Design for Env • Eco training

• External comm’s • Govt engagement • Green build demo • Trade sponsorship • Tradeshow offsets • Policy leadership

• Green fleet • Green purchasing • Key Components • Sector leadership • Eco guidelines

Sustainability Vision | Goals | Strategy | Success

CEO Aha! Slide

Demetri Martin

Heading toward sustainability principles & organizational goals?

Creating a flexible platform?

Can garner required resources or sufficient ROI?

Become a Muddle Expert: Accountability Matrix

Barriers

Carriers

Action

Exercise

Action?

1 to 3 Barriers

1 to 3 Carriers

ExerciseAction(s)

Barriers

Carriers

Bringing Meaning to your Sustainability

Initiative

Communication

CreativeAuthentic

StewardshipCultural Visionary

Competent Reinforcement

Confident Empowerment

Organizational

Performance

Business

Results

Leadership Practices

Thank You for Attending Today’s Workshop

• Dr. George Basile - george.basile@asu.edu • Bruno Sarda - bruno.sarda@asu.edu • Park Howell - park.howell@asu.edu • Dr. Kevin Gazzara - kevin.gazzara@asu.edu

• Jennifer Griffin – EMSL information jennifer.l.griffin@asu.edu