Was tun Sie, wenn Ihr Chef an Ihrer Fähigkeit zweifelt, CSR-Initiativen umzusetzen?

Schedule a meeting with your boss to discuss their doubts and concerns openly and constructively. Listen actively to their feedback and seek clarification on their expectations, concerns, and reasons for doubting your ability to deliver on CSR initiatives. Present evidence of your past experiences, achievements, and skills that demonstrate your ability to successfully manage CSR initiatives or similar projects. Highlight relevant accomplishments, expertise, and qualifications that are directly applicable to the tasks at hand. If your boss has identified specific areas where they believe you may be lacking, take proactive steps to address those gaps in knowledge or skills.

Start by clearly outlining your strategy for the initiatives, including achievable milestones, timelines, and how they align with the company’s CSR goals. Provide regular updates on your progress, highlighting successes and addressing any setbacks with corrective action plans. Seek feedback to show openness to improvement and involve your boss in key decisions, showing respect for their experience and perspective. Building trust also means showcasing your knowledge and commitment to CSR principles, through sharing relevant research, case studies, or industry trends that support your approach. By consistently delivering results and maintaining open communication, you can gradually change perceptions and strengthen your boss’s confidence.

It is extremely important that one's superior is also convinced of the relevance of CSR activities. Therefore, it makes sense to repeatedly emphasize to them the advantage and benefit of the activity. Ideally, this should be done on a logical level through facts and arguments, but also on an emotional level through storytelling. They need to understand what they gain from supporting CSR projects.

Listen. Understand you bosses viewpoint and challenges and then clearly demonstrate your skills and ability to help with these. Don't be afraid to speak up for yourself and promote your strengths. Transparency is key as is open communication.

Une démarche RSE doit être à l’initiative de la direction, bien que les parties prenantes externes peuvent avoir leurs mots à dire à ce sujet. Pour un responsable RSE, celui ci doit obtenir la coopération de l’ensemble de la chaîne de valeur de l’entreprise, sans quoi l’initiative sera un échec. Faire beaucoup de pédagogie, expliquer les enjeux par des cas concret et obtenir la coopération de l’ensemble des employés. Il faut que cela soit perçu comme une valeur d’entreprise, s’engager dans une démarche RSE doit se faire sur le long terme et aucun retour en arrière n’est acceptable.

A good way to present a CSR project to your own boss is through a small business case. This has three immediate advantages: 1. You structure the project and its impacts in detail for yourself once again. 2. All facts, data, and influencing factors are then visible at a glance, making it easier for the superior to see the business benefits. 3. The entire case is written in a language that the superior understands well and presented in a format familiar to them. Therefore, they can easily engage with and follow it.

Presentar datos sólidos es un pilar fundamental al hablar de iniciativas de Responsabilidad Social Empresarial. Más allá de la mera persuasión, estos datos respaldan la viabilidad y el impacto de las propuestas. La solidez de los datos no solo demuestra rigor y profesionalismo, sino que también construye confianza. Cuando los argumentos se basan en evidencia concreta, se establece una base sólida para convencer a los líderes de que las iniciativas no solo son éticamente correctas, sino también beneficiosas para los resultados de la empresa.

Good CSR projects are embedded in a sustainability strategy that provides a competitive advantage to the company. This can happen in various areas. For example, in the manufacturing sector, energy savings can represent a competitive advantage. For a clothing manufacturer, however, it's the supply chain. If it's sustainably designed, this can positively impact the attitudes and purchasing willingness of the end customer. So, it's important to first understand the company's strategy and then plan the CSR projects accordingly.

Always align with wider company and team goals. This shows relevance and helps to build engagement and impact. Promote how you can build brand reputation by aligning CSR with these and demonstrate how CSR can add value for all stakeholders

If the superior repeatedly hears about a particular topic from multiple sides, the likelihood of them considering the topic as relevant also increases. It can therefore be a good approach to influence the boss with the entire team. However, from my perspective, it's important to maintain a positive tone and focus on the benefits that sustainability measures have for the company and the team, including the boss. It's essential to avoid sounding accusatory or complaining, as this is more likely to evoke aversion from the superior and thus hinder the success of the CSR project.

colleague engagement is key. Always take time to listen and understand. Build employee forums and networks and enable input into CSR at all stages, from planning to delivery. Include and actively promote participation and input