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Welcome to:
Driving Organizational Success
through Sustainability Leadership
Dr. George Basile Bruno Sarda Park Howell Dr....
• Apply sustainability using a global-context lensGlobal Context
• Develop sustainability strategies for successStrategy
•...
Sustainability as
Strategy
Who
Cares?
Status Quo to
Sustainability
Your Unique
Leadership
Skills
Initiate and
Sustain Chan...
Two breaks: Approx. 10:00AM and 11:15AM
30-minute chunks: 20 min content + 10 min activity
Turn devices to silent
Chatham-...
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...
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:
§Lic...
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. ...
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, otherwis...
Sustainability goals and activities need to align to business strategy and performance
metrics. Sustainability success can...
Motivation
Capability
Underachieve
Over Promise
Sustainability Motivation
Tier 1 Compliance focused
SustainabilityAmbition
Tier 2 Eco-efficiency beyond compliance
Tier 3 ...
Being Strategic: A Systems Approach
Principles for Success
defining success in the system
Systems & Science
A way to under...
Principles for Success
System
Strategic Principles
Actions
Tools
Tier 1 Tier 2 Tier 3 Tier 4
Immediate bounds
of business
...
Your Business
Principles for Success
defining success in the system
Systems
A way to understand your world
Strategic Princ...
Tier ?
Action
Why
How
Tier 1 Tier 2 Tier 3 Tier 4
Exercise: What Tier isYour 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, and
positions taken by the new administration of denying
the science is un...
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= al...
Question Question Rating M L
1 Administer tasks or activities for or with my staff or co-workers.
2 Investigate opportunit...
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 e...
Sustainability
as a Success
Engine…
Aha!
New Perspective
Permission
Creativity
Business Goals & Drivers
Operations Product ExternalSupply Chain
• Global energy efficiency
• Paper reduction
• Green powe...
Demetri Martin
Heading toward sustainability principles & organizational goals?
Creating a flexible platform?
Can garner required resourc...
Barriers
Carriers
Action
Exercise
Action?
1 to 3 Barriers
1 to 3 Carriers
Exercise
Action(s)
Barriers
Carriers
Bringing Meaning to
your Sustainability
Initiative
Communication
CreativeAuthentic
Stewardship
Cultural Visionary
Competent Reinforcement
Confident Empowerment
Organizationa...
Thank You for Attending Today’s Workshop
• Dr. George Basile - george.basile@asu.edu
• Bruno Sarda - bruno.sarda@asu.edu
•...
GreenBiz 17 Tutorial Slides: "Transformative Organizational Success through Leadership"
GreenBiz 17 Tutorial Slides: "Transformative Organizational Success through Leadership"
GreenBiz 17 Tutorial Slides: "Transformative Organizational Success through Leadership"
GreenBiz 17 Tutorial Slides: "Transformative Organizational Success through Leadership"
GreenBiz 17 Tutorial Slides: "Transformative Organizational Success through Leadership"
GreenBiz 17 Tutorial Slides: "Transformative Organizational Success through Leadership"
GreenBiz 17 Tutorial Slides: "Transformative Organizational Success through Leadership"
GreenBiz 17 Tutorial Slides: "Transformative Organizational Success through Leadership"
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GreenBiz 17 Tutorial Slides: "Transformative Organizational Success through Leadership"

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Many sustainability programs struggle because they are developed or integrated in ways that miss important organizational dimensions. Participants will learn how to incorporate four key pillars of success for lasting, sustainable change: leadership, strategy, communication and global-context. This cross-functional team of expert practitioners and faculty will provide insights on how to:

Create and identify sustainability strategies that promote broad organizational success through an effective suite of actions.
Apply global sustainability principles to your specific organizational context by integrating your organization's own perspective through a lens of sustainability with a global-context.
Employ leadership competencies and behaviors that are critical to leading lasting, transformational change.
Communicate effectively about sustainability with key stakeholders and audiences.

Published in: Environment
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GreenBiz 17 Tutorial Slides: "Transformative Organizational Success through Leadership"

  1. 1. Welcome to: Driving Organizational Success through Sustainability Leadership Dr. George Basile Bruno Sarda Park Howell Dr. Kevin Gazzara
  2. 2. • Apply sustainability using a global-context lensGlobal Context • Develop sustainability strategies for successStrategy • Identify leadership practices for sustained transformationLeadership • Create effective sustainability communicationsCommunication
  3. 3. Sustainability as Strategy Who Cares? Status Quo to Sustainability Your Unique Leadership Skills Initiate and Sustain Change Today’s workshop
  4. 4. Two breaks: Approx. 10:00AM and 11:15AM 30-minute chunks: 20 min content + 10 min activity Turn devices to silent Chatham-house rules Slides can be shared afterwards Have fun! Housekeeping
  5. 5. Reframing Sustainability as a Strategic Opportunity
  6. 6. Congress Big Business SME Multi-Natl Other
  7. 7. Rockstrom. Et al. Nature Sustainability as a Problem…
  8. 8. Sustainability as Decision Challenge: You are in charge!
  9. 9. Reframing Sustainability for Success
  10. 10. 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
  11. 11. Case for Sustainability Drive business growth 1 Enhance brand and reputation 3Mitigate risk and ensure continuity 2
  12. 12. 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
  13. 13. Knowing Your Audiences and What They Care About
  14. 14. The Story Cycle
  15. 15. Alarmed Concerned Cautious Disengaged Doubtful Dismissive Know Thy Audience
  16. 16. Stakeholder Prioritization Mapping
  17. 17. Moving From Status Quo Into Sustainability
  18. 18. 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 Enhance brand 3Mitigate risk 2
  19. 19. There are two basic dimensions that guide us: Does this always lead to focus on most material issues? Internal External
  20. 20. “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 Niekerk Director, Global Citizenship Intel Corporation Source: Redefining Materiality II: Why it matters, who’s involved and what it means for corporate leaders and boards, AccountAbility, 2013.
  21. 21. 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.
  22. 22. Motivation Capability Underachieve Over Promise
  23. 23. Sustainability Motivation Tier 1 Compliance focused SustainabilityAmbition Tier 2 Eco-efficiency beyond compliance Tier 3 Sustainability integrated into core strategy Tier 4 Organizing to change society
  24. 24. Being Strategic: A Systems Approach Principles for Success defining success in the system Systems & Science A way to understand the world Strategic Principles for achieving success Actions initiatives on several fronts Tools implementation and assessment
  25. 25. 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?
  26. 26. Your Business Principles for Success defining success in the system Systems A way to understand your world Strategic Principles for achieving success Actions initiatives on several fronts Tools implementation and assessment
  27. 27. Tier ? Action Why How Tier 1 Tier 2 Tier 3 Tier 4 Exercise: What Tier isYour Biz?
  28. 28. Taping Your Unique Sustainability Leadership Skills
  29. 29. Why you do what you do
  30. 30. Cartman’s storytelling secret
  31. 31. The And, But & Therefore
  32. 32. Sustainability issues are growing in awareness, and positions taken by the new administration of denying the science is underscoring its urgency to many, but our messages are often clouded by jargon and have difficulty cutting through the clutter of today’s attention economy. Therefore, the ancient power of storytelling remains the purest way to connect with audiences and move people to action by tapping the mind’s quest for survival.
  33. 33. And, But, Therefore
  34. 34. Source: Jim Collins – Good to Great 2001
  35. 35. Source: The Sustainability Leadership Institute 2013 Models Source: The Sustainable Operations Western Collective 2010
  36. 36. Source: BSR Report on Leadership 2013
  37. 37. 2015 What Leaders Need to Develop Source: The 2015 Global Leadership Development Study
  38. 38. 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 3 5 1 4 5 2 1 4 1 5 4 2 5 3 1 3 2 1 3 2 4 3 3 4 Based on - Bennis, W. and Goldsmith, J. - Learning to Lead. Reading, MA. Perseus Books Are You More of a Manager or a Leader?
  39. 39. 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 33 55 1 4 5 2 1 4 1 5 4 2 5 3 1 3 2 1 3 2 4 3 3 4 3 1 3 2 1 3 2 4 3 3 4 1 4 5 2 1 4 1 5 4 2 5 37 34 Based on - Bennis, W. and Goldsmith, J. - Learning to Lead. Reading, MA. Perseus Books Are You More of a Manager or a Leader? Red (odd #s) = Management Black (even #s) = Leadership Red (odd #s) = Management Black (even #s) = Leadership
  40. 40. How to Initiate and Sustain Change Within the Organization
  41. 41. You’re ready to take on the challenge. Now What?
  42. 42. Inside Outside Strategy
  43. 43. • 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
  44. 44. Sustainability as a Success Engine… Aha! New Perspective Permission Creativity
  45. 45. Business Goals & Drivers Operations Product ExternalSupply 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
  46. 46. Demetri Martin
  47. 47. Heading toward sustainability principles & organizational goals? Creating a flexible platform? Can garner required resources or sufficient ROI? Become a Muddle Expert: Accountability Matrix
  48. 48. Barriers Carriers Action Exercise Action? 1 to 3 Barriers 1 to 3 Carriers
  49. 49. Exercise Action(s) Barriers Carriers
  50. 50. Bringing Meaning to your Sustainability Initiative
  51. 51. Communication CreativeAuthentic Stewardship Cultural Visionary Competent Reinforcement Confident Empowerment Organizational Performance Business Results Leadership Practices
  52. 52. 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

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