1. Champion Sustainability … From the Middle
How to
Champion Sustainability … From the Middle
Bob Willard

2. 5-Stage Sustainability Journey
5. Purpose/Passion Values-driven founder / CEO
4. Integrated Strategy Enhanced business value
3. Beyond Compliance Eco-efficiencies PR crisis Regulatory threat
2. Compliance Regulatory enforcement
1. Pre-Compliance

3. Sustainability Change Process
Step 1: Wake Up and Decide

4. Sustainability Change Process
Step 4: Develop Strategies
Step 3: Assess Current Realities
Step 2: Inspire Shared Vision(s)
Step 1: Wake Up and Decide

5. 7-Step Sustainability Change Process
Step 7: Embed and Align
Step 6: Mobilize Commitment
Step 5: Build the Case(s) for Change
Step 4: Develop Strategies
Step 3: Assess Current Realities
Step 2: Inspire Shared Vision(s)
Step 1: Wake Up and Decide

6. TNS A-B-C-D Change Process
Based on “Applying the ABCD Method,” the Natural Step website, (

7. Step 3: Assess Curent Realities
Sustainability Vision
Hindering Forces
Key Executive
Budget Plan
Cost Pressures
Compensation System
Mindset
Mgmt System
Work- load
Change Fatigue
Hot Issue 1
Capital Shortage
External Threat
C U R R E N T R E A L I T Y
Hot Issue 2
External Threat
Talent War
Company Values
Regulations
Customer Demand
Key
Executive
NGO Actions
Key Customer
Profit Potential
Hot Issue 3
Helping Forces

8. Step 4: Develop Strategies
Circle of Control
Circle of Influence
Circle of Concern
Leverage Points for Action
Key Executives
Sustainability Vision
Based on Stephen R. Covey, The 7 Habits of Highly Effective People

9. 7-Step Sustainability Change Process
Step 7: Embed and Align
Step 6: Mobilize Commitment
Step 5: Build the Case(s) for Change
Step 4: Develop Strategies
Step 3: Assess Current Realities
Step 2: Inspire Shared Vision(s)
Step 1: Wake Up and Decide

10. The Sustainability “Sweet Spot”
Non-Financial Stakeholder Interests
Business Results
New Products and Services
New Processes
New Markets
New Business Models
New Governance Systems
Andrew Savitz, The Triple Bottom Line, Jossey-Bass, 2006

11. 7-Step Sustainability Change Process
Step 7: Embed and Align
Step 6: Mobilize Commitment
Step 5: Build the Case(s) for Change
Step 4: Develop Strategies
Step 3: Assess Current Realities
Step 2: Inspire Shared Vision(s)
Step 1: Wake Up and Decide

12. 7 Leadership Practices Get Credible, Stay Credible Dialogue
Embed and Align
Get Credible, Stay Credible
Mobilize Commitment
Dialogue
Collaborate, Educate, Network
Build Case(s) for Change
Influence the Influencers
Develop Strategies
Meet Them Where They Are
Assess Current Realities
Piggyback Existing Initiatives
Practice “Planful Opportunism”
Inspire Shared Vision(s)
Wake Up and Decide

13. Exploring each other’s assumptions to generate meaning
Dialogue
High
Telling
Asserting
Explaining
DIALOGUE
Exploring each other’s assumptions to generate meaning
A d v o c a c y
Observing
Bystanding
Sensing
Asking
Clarifying
Interviewing
Low
Low
I n q u i r y
High
Based on Peter M. Senge et al., The Fifth Discipline Fieldbook, Doubleday, 1994

14. Collaborate, Educate, Network
Senior Executive
Network
Government Agencies
Your Inner Circle
Suppliers
Customers
Networks in Other Departments
NGOs

15. Influence the Influencers
Important Senior Executive
Important Senior Executive
“No”
“Yes”
“Yes”
Influencer
Influencer
“Yes”
You
You
Ineffective Approach
Effective Approach

16. 7 Leadership Practices Get Credible, Stay Credible Dialogue
Embed and Align
Get Credible, Stay Credible
Mobilize Commitment
Dialogue
Collaborate, Educate, Network
Build Case(s) for Change
Influence the Influencers
Develop Strategies
Meet Them Where They Are
Assess Current Realities
Piggyback Existing Initiatives
Practice “Planful Opportunism”
Inspire Shared Vision(s)
Wake Up and Decide

17. 7 Leadership Paradoxes 7 P R A C T I E S
Embed and Align
Mobilize Commitment
Build the Case(s) for Change
Develop Strategies
Assess Current Realities
Inspire Shared Vision(s)
Wake Up and Decide
You Have to Do It Yourself; You Can’t Do It Alone
To Get “Hard Results,” Work on the “Soft Stuff”
Motivators Inhibit Commitment
One Person’s Dream Is Another Person’s Nightmare
Go Slow to Go Fast
Go Small to Go Big
Things Need to Get Worse Before They Can Get Better

18. Do it Yourself; You Can’t Do It Alone
Kindred Spirits
Their Networks
Whole Company
Whole
Industry
All
Industries
The World?

19. For “Hard Results,” Use “Soft Stuff”
Organizational Systems, Structures, and Processes M A R K E T F O C S
Customer Satisfaction and Business Results
Products and Services E X T R N A L
Leaders’ Competencies
20-30%
Organizational Climate
Business Goals and Strategies
Leadership Styles
50-70%
Based on a model developed by the Hay Group and IBM

20. Commitment vs. “Motivators”
Clarity
Relevance
Commitment
Meaning
Involvement
Belgard-Fisher-Rayner Inc. © Used with permission.

21. Collective Decision and Buy-In
Go Slow to Go Fast
Fast Decision
Executive Idea
Executive Decision
Company Buy-In X X X
Sell / Communicate
Faster Buy-In
Executive Idea
Collective Decision and Buy-In X X
Dialogue / Engagement

22. Go Small to Go Big
Small
Moves
Big
Shifts

23. 7 Leadership Paradoxes 7 P R A C T I E S
Embed and Align
Mobilize Commitment
Build the Case(s) for Change
Develop Strategies
Assess Current Realities
Inspire Shared Vision(s)
Wake Up and Decide
You Have to Do It Yourself; You Can’t Do It Alone
To Get “Hard Results,” Work on the “Soft Stuff”
Motivators Inhibit Commitment
One Person’s Dream Is Another Person’s Nightmare
Go Slow to Go Fast
Go Small to Go Big
Things Need to Get Worse Before They Can Get Better

24. 7 Potential Derailers Displaying Hubris Mishandling Office Politics
Embed and Align
Displaying Hubris 7 P R A C T I E S
Mobilize Commitment
Mishandling Office Politics
Build the Case(s) for Change
Being a “Problem Child”
Develop Strategies
Failing to Produce Results
Assess Current Realities
Succumbing to Stress
Inspire Shared Vision(s)
Changing Everything at Once
Wake Up and Decide
Getting Off to a Bad Start
7 P A R A D O X E S

25. Transformational Leadership
Embed and Align 7 P R A C T I E S 7
D E R A I L E R S
Mobilize Commitment
Build Case(s) for Change
Develop Strategies
Assess Current Realities
Inspire Shared Vision(s)
Wake Up and Decide
7 P A R A D O X E S

26. 5-Stage Sustainability Journey
5. Purpose/Passion Values-driven founder / CEO
4. Integrated Strategy Enhanced business value
3. Beyond Compliance Eco-efficiencies PR crisis Regulatory threat
2. Compliance Regulatory enforcement
1. Pre-Compliance

27. Nested Dependencies ENVIRONMENT ECONOMY
SOCIETY
ECONOMY
Based on Bob Doppelt, The Power of Sustainable Thinking; Peter Senge et al., The Necessary Revolution;

28. Linear Take-Make-Waste Model
ENVIRONMENT
SOCIETY
ECONOMY
MAKE
WASTE
TAKE
WASTE
PRODUCTS
WASTE
Based on Bob Doppelt, The Power of Sustainable Thinking; Peter Senge et al., The Necessary Revolution; Ray Anderson, Mid-Course Correction

29. Unsustainable Take-Make-Waste Model
ENVIRONMENT
SOCIETY
Degradation of nature by physical means
ECONOMY
TAKE
MAKE
WASTE
Increasing concentrations of waste from manufacturing, use, and disposal
WASTE
PRODUCTS
Increasing concentrations of waste from extraction
WASTE
Overconsumption and undermining people’s ability to meet their needs
Bob Doppelt, The Power of Sustainable Thinking; Peter Senge et al., The Necessary Revolution; Ray Anderson, Mid-Course Correction; The Natural Step’s four systems conditions

30. Cyclical Borrow-Use-Return Model
ENVIRONMENT
SOCIETY
ECONOMY
BORROW
USE
RETURN
LESS WASTE
SERVICES
Based on Bob Doppelt, The Power of Sustainable Thinking; Peter Senge et al., The Necessary Revolution

31. Sustainable Borrow-Use-Return Model
ECONOMY
SOCIETY
BORROW
USE
RETURN
SERVICES
LESS WASTE
ENVIRONMENT
Radical resource productivity
Ecological redesign and closed-loop production
Investment in natural capital
Service
economy
Responsible consumption and support for people’s ability to meet their needs
Based on Amory Lovins, Hunter Lovins, and Paul Hawken, Natural Capitalism; Bob Doppelt, The Power of Sustainable Thinking; Peter Senge et al., The Necessary Revolution; and Ray Anderson, Mid-Course Correction

32. Reinventing the Economy
Low-carbon economy vs. fossil fuel-based economy
Local supply chains vs. global supply chains
Services vs. products
Responsible consumption / thrift vs. over-consumption
Low / No-growth model vs. “grow or die” model
New ownership models: employees, customers, co-ops, social venture funds, government funding
New company purposes: “For-benefit / B-companies,” “social enterprises,” “fourth sector,” “hybrid companies”

33. In Summary … Lead the transformation like any culture change
Can protect & enhance company value
Sustainability is smart business
Relevant to existing business priorities
Opportunity to help reinvent the company
Many willing, helpful partners and networks
Opportunity for leadership … by example

34. Champion Sustainability … From the Middle
How to
Champion Sustainability … From the Middle
Bob Willard