Integrating sustainability with organisational goals
In an era marked by environmental concerns and the need for responsible business practices, sustainability has emerged as a central element in shaping the strategic direction of organisations worldwide. From small start-ups to multinationals, there is a growing realisation that sustainable practices not only contribute to the well-being of our planet, but also align with companies’ core values and long-term goals.
In this article, we interview one of the participants of our course in this area, Laura Nieboer, who brings practical experience and a wealth of knowledge to the discussion. Throughout her studies and career, Laura has recognised that sustainability should be at the core of any organisation’s purpose, involving not only environmental concerns, but also social responsibility and ethical considerations. She is committed to a holistic approach that highlights the potential for companies to make a significant and lasting impact by prioritising sustainable initiatives while meeting their financial targets.
Laura, why do you think sustainability is important?
“I find sustainability important because it is connected to my personal purpose, aligns with my organisational priorities (Planet & Purpose), and I get a lot of energy from sustainability. Participating in the People Change sustainable leadership learning course helped me to better articulate my purpose. From this it emerged that I would like to lead, inspire, and activate people to shape the transformation from the linear economy to a circular economy together. This is how I want to work today for the more sustainable world of tomorrow. “
What are the challenges of bringing sustainability to the attention of companies?
“There are a number of challenges to getting sustainability on the agenda at companies. First of all, the lack of a link between sustainability and the purpose of the leader, the leadership team and the company as a whole. Sustainability is often seen as something extra, something imposed from outside. As a result, there is little or no intrinsic motivation to incorporate sustainability into the business.
In SMEs, lack of expertise also plays a role, but this too can be linked to the lack of a link to purpose. An SME with a Planet-driven leader, for example, has integrated sustainability into the business model. Then it is not something separate, but integral to who the company is and what it stands for.
Another challenge is that sustainability is often associated with cost. Investing in sustainability pays off, but for that, a company needs to be able to think strategically. Incorporating sustainability into your business model can indeed ensure good financial results. If only because there is now great pressure from the market to become more sustainable, think of consumers and investors emphasising ESG. This makes it easier for your company to become a ‘preferred supplier’ in the coming years. Also, circular thinking, as part of sustainability, leads to less waste and is thus another positive results opportunity.”
What does it take for this movement to succeed and why is it going so badly?
“The implementation of sustainability often fails because there is no connection to the purpose of a leader, team and/or organisation. Being more sustainable is then imposed from the outside. Many have shown that change from the outside in does not ultimately lead to effective transformations.
Also, the word sustainability in itself is very broad and often vague. There are many values, tools, stories, data, and emotions under sustainability. ESG, for instance, is sustainability language used by investors. Large companies are expected to include ESG in their reports. So this is mainly about pressure from outside to do something with sustainability.
Implementation often sticks as a paper document that is allowed to stay in a desk drawer for eternity. No clear goals are formulated, resulting from the insight and inspiration steps. Due to the lack of clear goals and ‘ownership’ from the company, the work of a sustainability report struggles to enter the integration phase. As a result, nothing to little changes in the company.
Sustainability often does succeed when it aligns with the purpose of the entrepreneur, the team and the company. Then sustainability lives as an intrinsic motivation. In such a case, a company is also more open to taking steps needed to make the business more sustainable. I would argue that this is the most important success factor. Just look at the successful, innovative companies that have integrated sustainability into their business model, such as Patagonia, Fairphone or Lush. These companies are not only doing good for themselves, but also for the earth.”
Why did you start the Sustainable Leadership Course at People Change?
“I would like to learn and use the People Change Scan and method to get Planet higher on the agenda at companies. I have discovered that my purpose is to engage in the transformation to a more sustainable world. But how do I do this effectively? I believe the People Change Scan and method can help companies move from insight, to inspiration then implementation and ultimately integration of sustainability.
Furthermore, my goal is to discover how to communicate more effectively about sustainability. If I better understand how different mindsets respond to certain language and to which organisational priorities the language fits, then I can adapt the language on sustainability accordingly with more effective results.
I enjoy giving lectures. It’s fun to inspire people, but it’s even more fun when inspiration ultimately leads to positive sustainable change. ”
How do you apply the new insights from the Sustainable Leadership Course?
“I apply the insights from the People Change Course first and foremost to make myself a more powerful leader. By better understanding my own change capacity, I can discover how to develop myself to contribute effectively to my purpose.
Furthermore, I apply the insights to inspire and activate companies for sustainable change. Together with Rogier and Bert-Jan, I am working out business cases on how we can support companies with meaningful sustainable change. The People Change Scan and method play an important role in the insight and inspiration phases. The starting point and goals are determined. Furthermore, sustainability is linked to the purpose of a leader, team and company – something that is often missing now. In the implementation and integration phases, a connection is sought between “decision-makers of today and tomorrow”. With this, we would like to co-create sustainable change in companies in a lasting and effective way.”
How’s ESG in your company? Do you also want to make meaningful sustainable change? We would love to get in touch with you to make sustainability meaningful for you and your company together!