Leading for Our Future
People, Profit, Planet - and Purpose...
A Real World Perspective
May 5, 2016
Annual Sharing Day
Jeana Wirtenberg, Ph.D.
CEO Transitioning to Green
Linda Morris Kelley
Principal, Transitioning to Green
Robert Coleman
Senior Manager, Office of Sustainable Development & Product
Stewardship at Church & Dwight Co., Inc.
Lauren Cranmer,
Corporate Sustainability Manager with Becton Dickinson (BD)

Welcome
Briefly introduce yourself at your table
• Your Name
• Your Affiliation
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Leading for Our Future
People, Profit, Planet - and Purpose...
A Real World Perspective
 Benefits and challenges
 Producing profit within the resource boundaries
 Leadership purpose, mindfulness, reflection and
presence
 Experiential learning via GlobStrat Strategic Business
Simulation
 Corporate leaders’ experiences
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Leading for Our Future
A Leader’s Perspective on Working Sustainably
People, Profit, Planet
Sustainable
• PLANET: We live and make our living
within the means of Earth’s natural
resources, replenishing what we use
• PROFIT: We use resources efficiently
and responsibly to create an
economy that serves the greater
good and businesses that consistently
produce profits with high-value
goods and services
• PEOPLE: We, individually and
collectively, achieve prosperity and
fulfillment by responsibly and
inclusively creating real benefits for
ourselves, our societies and our
world
Unsustainable
• PLANET: We continually waste and
deplete Earth’s natural resources
• PROFIT: We squander our
resources—both material and
human—extracting but not
regenerating capacity and value, and
concentrate rewards at the top
• PEOPLE: We institutionalize practices
that perpetuate inequality in
compensation, well-being, and
access to opportunities, thereby
limiting our future creation of value
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Leading for Our Future: A Leader’s Challenge
Transition to Working Sustainably
SustainableUnsustainable
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PROFIT
PEOPLE PLANET
PROFIT
PEOPLE
PLANET
Leadership

Essential Elements of a
Culture for Sustainability
• Sustainable Values
• Sustainable Mind-Set
• Leadership for sustainability
• Visionary
• Employee engagement
• Multi-disciplinary
• Diversity, inclusion, social
justice
• Wisdom

Essential Elements of a Culture for Sustainability
• Sustainable Values; sees organization in context of
community, society, and earth
• Sustainable Mind-Set; systems thinking
• Leadership for sustainability; leads with purpose and
authenticity
• Visionary: Envisions the future we want to create
• Employee engagement; builds agility and resiliency;
engages imagination; fun
• Multi-disciplinary; Embeds sustainability throughout
learning and development
• Diversity, inclusion, social justice; deep caring for all
people
• Wisdom: emotional, social, and ecological intelligence

Leading for Our Future
People, Profit, Planet - and Purpose...
A Real World, Sustainability Perspective
Systems
thinking
Intergenerational
responsibility
Socio-economic
justice
Enough … … for all … … forever.
Ecological
Intelligence
Economic
Intelligence
Emotional
Intelligence+ +

Context: Sustainable Business = Profitable Business
Produce profit within the resource boundaries of a
sustaining planet
• Optimizing overall value for the business
• Reducing risk exposure
• Reducing waste, energy use, and expenses simultaneously
• Unleashing employees for engaged productivity
• Increasing sustainable competitiveness and profitability
• Elevating your reputation
Sustainability supports your company’s
business by:

Leaders Drive Change for a Sustainable Future
There is a new reality emerging in which sustainability is not only a key
concern but also a pivotal driver that is essential to your company’s future.
Sustainability Leaders:
• Envision a compelling future
• Architect bridges to transition
company business sustainably
• Embody a supportive company
culture
• Build relationships that achieve goals
• Inspire and engage key stakeholders
• Anticipate sustainability opportunities
Leadership purpose, mindfulness, reflection and presence
are critical to succeeding sustainably

Experiential Learning Games
Speed and Deepen Leadership Capabilities
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GlobStrat Triple Bottom Line
Strategic Business Simulation

Simulation Exercise
A Scenario
1. What you know about your new company:
a. Successfully produces a basic computer tablet
b. Sells primarily in company’s domestic market
c. interested in being more sustainable
d. Innovative competition is forcing reassessment of
business model
e. (Read A Scenario handout)
2. Table discussion:
 Where will you start? How will you start? And
why?
3. Tables report out to group
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You have just been hired by GlobStrat Technologies as a
new Vice President.

Sustainability-Based Leadership Culture Drives
Business Success

Sustainability: Strategic Business Imperative
A Leadership Perspective
• Sustainability and operational excellence
– People
• Diversity and inclusion
• Learning and fulfilment
• Appreciation and engagement
– Technologies and materials
• Low environmental impact
• High beneficial impact
– Value chain
• Responsible management
• Raising the bar
• Sustainability and market excellence
– Continuing profitability
– Industry leadership
• Sustainability and the creation of value
– Talent acquisition and retention
– Stock and share value
– Contributions to well-being and prosperity
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Interacting Functions
Sales, Marketing, Finance, Production, R & D and HR

Develop Your Business Model
Volume-Cost Domination Differentiation
Quality & ISO certifications
Service Coverage
Differentiate from competitors
Create real value
Build actual, sustainable competitive advantage
Source: Michael Porter

Team by Team Triple-Bottom-Line Results

QUESTIONS?
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The experiences of two corporate leaders who
brought what they learned about leadership for
sustainability into their companies
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Bob Coleman Lauren Cranmer

A Perspective on Leadership
For Building a Sustainable Enterprise

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1. What is a Sustainable Enterprise?
2. Is Sustainability a Strategic Business
Imperative?
3. What are its Key Elements?
4. WHAT IS LEADERSHIP’S ROLE?
Some Key Questions

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Leadership’s Role
• You must first understand your business, and the
risks, opportunities and value to all stakeholders
• Act on the opportunities;
quantify the risks and value;
convert risks to opportunities
• Communicate risks, opportunities and value to all
stakeholders
• Continually assess and realign plans

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Program Learnings
• Integrating TBL is part mindset and part
investment, but the return can be significant
• Spending on sustainability can help deliver
top and bottom line benefits
• Build your sustainability plan upfront to
establish the fit and foundation--TBL is not a
fast follow
• You need to balance informed decision-
making with risk-taking

QUESTIONS?
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Envision the Future
• Changing world
• Systems Thinking
• Trends
• Globalization
• Economy
• Regulatory
• Technology
• Customer needs
• Business model changes
• Developing capability to lead change
• Kotter 8 step framework

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Leadership in a changing time…
• Leadership Behaviors
• Communication
• IQ/EQ
• Listening
• Inspiring – talk their language
• Healthy debate/problem solving
• Enabling others to act
• Leadership is the act of getting someone else to do something
you want done because he wants to do it
• Millennials
• Social Networking

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You don’t need a title to be a leader
• Passion/Hard work
• Build Understanding &
• Relationships
• Metrics and data
• GlobStrat –
• Viewpoints of all major corporate
functions (WIIFM: sales, mktg, R&D,
Ops, HR, Finance)
• When and how does it make sense
to invest in sustainability/CSR
• Tools to help quantify lifecycle benefits?
Without data you’re just
another person with an opinion

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What are your CEOs saying?
• We believe the long-term success of Whirlpool is tied in part to
the health and well-being of society in general
– Jeff Fettig, CEO of Whirlpool
• …Public companies can move the collective needle by using
their human and financial resources to innovate in ways that
benefit both private interests and the public good
– Ronald Williams, CEO of Aetna
• In the next decade, the most successful companies will be those
that integrate sustainability into their core businesses
– Jim Owens, CEO Caterpillar
• It takes 20 years to build a reputation and five minutes to ruin it
– Warren Buffet

QUESTIONS?
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Company Conundrums in Addressing
Sustainability-Related Challenges
People-Related Challenges
 Changing Mind-Sets and Behavior
 Filling the Pipeline from STEM Disciplines
 Overwhelming Workloads and Competing Priorities
 HR and OD Need to Seize this Opportunity

Promote Well-Being by
Cultivating
Sustainability-Inspired
Habits and Practices
• Silent Reflection
• Mindfulness
• Listening generously
• Both-And
• Being, Satisfaction
• Caring, Compassion, and Service
• Gratitude
• Collaboration
• Balance

Three Big Tipping Points
• Co-Creation
• Bottom-Up
• Long View

Your thoughts?

Thank you!
www.TransitioningToGreen.com
info@transitioningtogreen.com
Jeana Wirtenberg, Ph.D.
CEO Transitioning to Green
jwirtenberg@transitioningtogreen.com
Robert Coleman
Senior Manager, Office of Sustainable Development & Product
Stewardship at Church & Dwight Co., Inc.
Robert.Coleman@churchdwight.com
Lauren Cranmer,
Corporate Sustainability Manager with Becton Dickinson (BD)
lauren_cranmer@bd.com