Last week, I facilitated a climate leadership event with a public agency. We’d spent the day working through the challenges of translating policy into action, navigating the gap between ambition and implementation. At the close of the session, one participant offered a reflection that has stayed with me. He said he felt “vexed“! He said
The Government’s 2025 Climate Action Plan is released, complete with the usual choreography of ambition, alignment, and reaffirmation. There are targets. There are warnings. There were declarations that this plan will be “at the centre of social and economic development.” And yet—for many of us working in and around governance, something familiar stirred beneath the
Last week, Bruce and I were driving back from a one-day CSRD (Corporate Sustainability Reporting Directive) workshop that we had facilitated for a client. We used the time to reflect on how it went and eat ice-cream on a lovely spring afternoon. Our first credit went to the client. They wanted a workshop on a
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.
Organisations and teams are similar. Being able to stop is essential for moving ahead. Stopping enables learning. Lots of busy action is not the same as movement. Movement only starts from stillness.