How can you use sustainability to become a better leader?

Sustainability, especially in the corporate ESG domain, is all about assessing and either reducing or increasing impact, depending on the nature of the impact (positive or negative). To be a leader, one has to be impactful, and to become better is to continuously challenge oneself to progress. Therefore, sustainability arguably inculcates the habit of continually improving via impact measurement, which essentially makes one a better leader.

Also keine Ahnung, was ich von den KI generierten Collaborative Articles von LinkedIn halten soll, aber die Frage "Wie können Sie Nachhaltigkeit nutzen, um eine bessere Führungskraft zu werden?" macht einfach so gar keinen Sinn und die empfohlenen Schritte sind generisches Blabla im Sinne von "Mach das und das, damit man dir abnimmt, was du vortäuschen möchtest zu sein". Was wirklich Sinnvolles kann man hier also m.E. einfach nicht beitragen. Sorry. Not Sorry.

In my experience, especially at Coal India Ltd., I learned the importance of assessing the environmental impact of our actions. This step is crucial for a leader. It involves not only understanding the ecological footprint of your decisions but also considering their social and economic implications. This holistic view, inspired by the principle of “Karma” in Indian philosophy, emphasizes that every action has consequences, and as leaders, we must be mindful of our impact on the world.

From my vantage point first assess where you are today. Review your peers. Do a materiality assessment. Now - where are the gaps? Where do you excel? Where do you fall behind? Nothing is perfect, but even planning small improvements on a few ESG themes can make a world of difference at your businesses. BONUS: When your biggest clients, investors, or bankers ask for your sustainability plans - you'll have them at the ready.

a short approach: it will be very difficult for leaders who do not put sustainability on their agenda to continue as leaders in the future. Especially considering the expectations of new generations in business life and the scope of sustainability, it is very important to develop competence in this area.

Sustainability and ESG considerations are rewiring the business world. The competitive landscape across many sectors are being reshaped by these forces and some companies will emerge as leaders. An example could be cloud computing, where green data centres enjoy higher growth due to customer demand and easier permitting. Sustainability has taken on a strategic role in business. Leaders can set their strategic vision and weave in elements of Sustainability that are financially material to their business

Integrate Sustainability into Business Strategy: Make sustainability a central element of your business strategy. This involves setting long-term environmental goals, considering the ecological impact of your business decisions, and investing in sustainable technologies.

With the UN Climate Change Conference ending with the UAE Consensus, it has been clear from COP28 that one cannot be a leader if one does not integrate sustainability in how one leads. Sustainability, for Africa, is social, economic, environmental and cultural sustainability where intersectionality lies between development & growth and profit & people. Sustainability is more than about climate which tends to be the focus of the Global North - for the Global South, and especially for Africa who contributes only 4% to GHG globally, fighting for the planet is us fighting for people. So while sustainability metrics are great, tracking your impact through the SDGs and not only SDG13 is how you can use sustainability to become a better leader.

Sustainability acknowledges leadership as an influence process. It limits or removes the differences or divisions between people thus altering barriers. In our societies, complexities are growing at an alarming rate and as a leader, one must become adaptable, be able to see the future and understand that people and the environment must be an essential part of our businesses.

One thing I have found helpful is setting a clear and sustainable vision. This vision should align with broader environmental goals while also resonating with the values and mission of your organization or team. Drawing from the Indian concept of "Dharma" (duty), a leader's vision should serve not only the immediate needs but also the long-term welfare of the community and environment.

Based on my experience, involving the team in the sustainability journey is a transformative step. In my past roles, soliciting feedback from team members proved invaluable, bringing diverse perspectives and instilling a sense of ownership among the team. Providing necessary training and resources wasn't merely a compliance measure, but a strategic investment in our team's capabilities. This empowerment allowed them to take meaningful action aligned with our sustainability goals. The support offered wasn't just a formality; it was a genuine commitment to the success of our sustainability initiatives. The outcome was more than just team buy-in; it created a culture characterized by collaboration, innovation, and mutual accountability.

To engage your team as the most impactful leader driving sustainability, you should focus on communication, empowerment, and recognition. Share the importance of sustainability and its impact on the organization, society, and the environment. Secondly, empower your team by involving them in decision-making processes. Encourage their ideas and suggestions for sustainable practices and give them ownership of sustainability initiatives, fostering a sense of ownership and commitment. Lastly, recognise and celebrate the efforts and achievements of your team. Implement a reward system that recognises sustainability efforts, such as incentives or public recognition. This will motivate and inspire your team to continue driving sustainability.

Nachhaltigkeit sollte möglichst aus dem Inneren des Unternehmens heraus entwickelt werden. Die Gründung eines diversen und interdisziplinären "Team Green", welches aus verschiedenen Fachabteilungen rekrutiert wird, birgt viele Vorteile für den Nachhaltigkeitsprozess. Einerseits können die Mitarbeitenden sich aktiv beteiligen und ihre Erfahrungen aus den verschiedenen Arbeitsbereichen einbringen und andererseits hat man somit direkt die perfekten "Botschafter" mit an Bord, die das Thema positiv kommunizieren und in das Unternehmen hineintragen. Auf diese Art kann das "Team Green" weitere Kolleginnen und Kollegen für die unterschiedlichen Veränderungsprozesse begeistern.

One time at work, I initiated a project that required the involvement of various stakeholders. This experience underscored the importance of engaging and inspiring your team around your sustainability vision. It’s about fostering a culture where sustainability is not just a policy but a shared value. This approach is akin to the Indian tradition of "Sangha" (community), where collective effort and unity are valued.

Start a sustainability committee. It's actually pretty inspiring. Reach out to your employees, managers or even senior team, and see who has personal and professional interest in environmental and social impact. I bet you'll be surprised with the amount of hands that go up to help. Use these leaders to drive your decisions, training, and to roll-out your initiatives.

Monitoring progress is key in sustainability efforts. Starting with a clear baseline and defined KPIs is essential for accurate tracking. This not only aids in reporting but also reveals the effectiveness of measures, indicating where adaptations or extra focus is needed, increasing both impact and efficiency.

In my view it is important for a leader to act responsible and sustainable within the own company. Showing how to measure impact sets an example for the other employees to follow, from top to bottom. When those in leadership roles discuss sustainability issues seriously, others can feel inspired to act too.

"You can only manage what you measure." Setting goals and objectives and realate them to your defined sustainability roadmap and strategy is relevant to achieve results and improve in regards to Social, Envronment and Governance KPIs. It is important to define clear responsibilities and engage management and your key stakeholders around these KPIs to learn and improve along the way.

Regular monitoring of progress towards sustainability goals is key. This not only helps in tracking the effectiveness of initiatives but also provides opportunities for learning and growth. In line with the scientific method and empirical approach that I value as an engineer, this step ensures accountability and transparency.

Embracing Circular Economies: We need to adopt circular economies where the concept of waste is as outdated as fax machines. It's about systems that give back more than they take, ensuring resources are reused and replenished akin to nature's own cycles, where nothing goes to waste.

Certainly, drawing from my experience, adapting to change is a critical aspect of sustainable leadership. In my previous roles, navigating through market shifts and evolving regulatory landscapes was a constant. Being flexible and resilient wasn't just a skill set; it became a mindset. Proactively addressing change involved more than just reacting to external factors; it required a creative approach to problem-solving. At times, it meant finding innovative ways to meet customer demands or seizing unforeseen opportunities. This adaptability wasn't just about staying afloat, but staying ahead of the curve. By embracing change, I found that we could anticipate risks, leverage opportunities and ultimately create value in dynamic environments

"E se poi cambiano le regole?" Investire tempo, risorse, persone nei progetti e nella compliance è complesso e rischioso, soprattutto in un momento in cui i quadri normativi e gli standard di riferimento sono in continua evoluzione. Per questo bisogna adottare un approccio duplice: inside-out e outside-in. Guardare dentro l'organizzazione per trovare competenze, dati ed esigenze; ascoltare le suggestioni degli #stakeholders esterni (clienti, fornitori, partner, istituzioni) per carpire in anticipo che richieste o obblighi arriveranno. Ottimizziamo le risorse a disposizione in maniera intelligente e strategica: non si può fare tutto, definiamo priorità di intervento e rimaniamo flessibili al cambiamento.

The field of environmental engineering, much like the broader context of sustainability, is constantly evolving. As a leader, being adaptable to change and open to new ideas and innovations is crucial. This aligns with the concept of "Lila" (play) in Hindu philosophy, which suggests a universe in constant change, encouraging us to remain flexible and responsive.

Commitment to Continuous Learning and Systemic Thinking: The only constant in our world is change. The complexities of our world require steward leaders who are not only knowledgeable but also adaptable and committed to continuous learning. They embrace systemic thinking, recognizing the intricate web of cause and effect that characterizes our global ecosystem.

In my experience, and as is always mentioned countless times, change is the only constant. Either we adapt and progress or not at all.

It's important to demonstrate authenticity through vulnerability, sharing the challenges as well as the wins in your sustainability journey. The greatest leaders learn from their mistakes, and this is doubly true when addressing social and environmental impacts. Most of these challenges have never been solved before, so it's all going to be trial-and-error as we work toward a more sustainable future.

While sharing your own journey as a leader within the organization or your team you also accentuate high levels of emotional intelligence. In my own experience, I have connected with my team, my peers by using real life examples, challenges that I had faced while engaging with stakeholders. Experiential learning, sharing of case practices, high points and most importantly even to share failures which are one of the most important life and professional lessons enables to develop a strong sense of connect. By doing so, you showcase your real self, you also show vulnerability which is something really important for leaders in today's time to show and you develop real, authentic connect.

In leadership, storytelling and sharing a compelling vision are essential tools for driving change and achieving sustainability goals. Leaders should act to inspire and engage their teams and stakeholders, fostering a collective commitment to a greener future. However, storytelling alone is not enough. Leaders must also establish a clear mission that aligns with sustainable practices. This mission should outline specific objectives and strategies for achieving sustainability targets. To ensure progress, measurement is crucial. Leaders must establish metrics and key performance indicators (KPIs) to track the impact of their sustainability initiatives.

I think that the the mindset that we are leaving behind privileged independence; each person by its own made it’s best to be able to overcome challenges, this behavior developed the collective thought that we are alone and that what we are experiencing is only happening to us. In recent years the change of mindset has been moving towards interdependence; sharing our history makes it resonate in others, realizing that many of us have the same concerns, dreams, problems and we are not alone. There are many inspiring stories about beautiful things that are being achieved on the planet to make it sustainable for future generations. Seeing or listening to them moves us to keep on building the world we want to see.

Sharing your sustainability journey, successes, and challenges can inspire others and amplify your impact. As a leader, storytelling can be a powerful tool to convey the importance of sustainability and motivate others. This practice resonates with the Indian tradition of oral storytelling, where stories are used to pass down wisdom and values.

A leader is only as good as the impact he / she creates. If you want to emerge a leader in sustainability you need to set up and achieve industry best practices. Collaboration and open knowledge systems will help other players and especially smaller players. This will create followers. And these people will trust you. This will open room for further business increase and becomes a positive cycle.

In my view, the most important trait of a leader is to care, and all related qualities emerge from that care. Sustainability is, by essence, a question of care. When a leader is concerned about the future of a company, institution, or country, he/she demonstrates care for governance. When he/she worries about surrounding people or clients, listens to their needs, and proposes a way forward, it shows sensitivity to social aspects. Finally, when acting for the health of the Earth and our overall well-being, he/she exhibits care for environmental issues. ESG covers a broad range of topics, each presenting an opportunity for a leader to foster growth, help others, elevate them to find new solutions, and achieve a much higher level of success.

- Embrace Level 5 Leadership: Level 5 leaders, as described by Jim Collins, possess a unique combination of personal humility and professional will. This creates an open and inclusive environment where sustainability can flourish. - Foster a Sustainable Culture: Build a culture that values sustainability at its core. Encourage sustainable practices such as reducing waste, conserving energy, and embracing eco-friendly alternatives. Create initiatives that empower employees to contribute to sustainability efforts and recognize their achievements. - Lead by Example: This will inspire others and reinforce the importance of sustainability within the organization.

In the UK, every Chief Executive Officer (CEO) of every public company in the last 3-years has had sustainability targets as part of their long term incentive plan (LTIP). This means that, for public companyies, at least, top table leaders are being incentivised by their boards, and so for other leadership roles, a focus on sustainability is actually going to help build alignment with the CEO.

I have learned that sustainability is not a side project. Thinking about a business through sustainability leadership is a profitable tactic. It is a way to achieve your growth goals. To cut expenses. Increase revenue. Differentiate from your competitors. Better bond and inspire your employees.