The Public Sector Climate Action Mandate requires public bodies to reduce their energy-related greenhouse gas emissions by 51% by 2030. This poses an unprecedented leadership challenge! Having facilitated climate leadership workshops in several public and private sector board rooms, I have not encountered any objection to the target. There is consensus that climate change is
The pitfall for organisations when crafting their sustainability strategy is to assume their organizational system is simple and predictable when in reality it is complex and requires a much more agile and adaptive strategic approach.
It is comparatively easy to help organisations to learn when they are facing a crisis. What is less easy is to enable them to learn continually. This requires moving learning from being perceived as a mandatory requirement to being embraced as a requirement for individual and collective growth, a requirement for life.
It is a huge conundrum for a leadership culture that has been trained to value quick wins, power, profit and prestige. The culture must shift to a heart-centred leadership that puts love for the living world first. Navigating that shift is the defining challenge of our time.
Traditional ideas about brand do not work well in the context of social licensing. Social license refers to the ongoing acceptance of your organisation’s business practices and ways of operating by your stakeholders. If you lose social license, you lose the legitimacy to continue
Organisations that value their reputation, their legacy and that want to be on the right side of history need a story about how they are contributing a positive impact. They need a story that they can tell with a sense of pride and that can bear external scrutiny.