IMPACT

A series of articles that highlight the unique challenges faced by B Corp leaders and what makes a great B Corp leader.

Andy Marshall is the founder and CEO of Harrison Brands, a B Corp certified creative agency that amplifies the voice of sustainable businesses. It enables brands to communicate their impact both on the planet and people with great effectiveness. I talked to Andy about Leadership, B Corps and making an impact.

Can you tell me what you do and what motivated you to start your business?

“I trained as a designer. Pre-Covid, for many years I was creative director of one of the oldest branding agencies in London.  Then, I decided to start my own business, Harrison Brands. We work on branding design, marketing, website building; all forms of visual communication.

I had reached a point, where I thought for the first time in my life, ‘Who am I working for?

I'm working for the future. I'm working for my children. I'm working for the planet.

These things matter to me. That’s why I formed the business in the first place. I want to help businesses that I like working with, and to create a better future for business.

My philosophy, which is borne out of the B Corp agenda as well, is that there is a new way of doing business that breaks from the shackles of old business; no more working for companies where money is the driver, answering to shareholders, not stakeholders.

Here, we reflect a true, varied society; as it is, today. We are working for the planet, too. That is the future path for brands, and that's where my brand is heading as well.

People remark that I talk a lot about ‘people and planet’, rarely about profit. It’s almost like I see money as the worst thing to add to the equation. Of course, we have to operate in the world, and the only way to make impact, really, is with the use of money. But, you can actually help other people as well!”

Why was it important for you to get the B Corp certification?

“When I started the business, I was one of the founder members of the Better Business Network. I didn't know much about B. Corp then. When it was introduced to me. I thought, ‘Here is something interesting.’ The B Corp Impact Assessment offered a framework from which I could build a new business. I had that agility, as a new business, to use the impact assessment as our framework. It helped me to create a better and stronger business.

Every aspect of my life is focused on reducing my impact on the planet and creating a fairer society. From breaking down barriers of discrimination to going into the tiniest detail of what I buy. Commercialism has a huge impact on the planet. We, as consumers, also have a responsibility to reduce that. This philosophy really makes you think about everything that you engage with, everything you buy, everything you do.”

Can you give me an example of a challenge your business has faced and what you've done to lead the company through it?

“One challenge is the threat of greenwashing. People feel obliged to do something. Often you see larger companies simply employ a sustainability officer.

I know the only way of instigating change is through culture.

The only way to change through culture is by looking at a brand's purpose. It must go right to the heart of the brand. You have to dig deep to instigate proper change. It is frustrating to see that people are just putting a plaster over what they think is the wound of sustainability.”

An everyday challenge is finding what makes my clients tick. What is their true motivation? I do quite often see a real sense of strong purpose behind many individuals. And this enables me to produce my best work because I can speak their language, and I believe in what they're doing. Doesn't that represent the new way of doing business?”

As a B Corp, do you have to lead the way in terms of your values and actions?

“Having the stamp of B Corp has opened doors up immediately, to those that know about it and to the B Corp Community. I also find that when people get to know me, there's an authenticity that works and goes hand in hand with B Corp. Harrison Brand acts like a B Corp and we are a B Corp.”

As a B Corp leader, are there any key leadership qualities that you need to have?

"I think authenticity; knowing what you stand for and acting upon those values.

 I've always found the best way of leading is by example. Strive to be fair to everyone, treating them the way you want to be treated. You expect this from this new way of doing business. There's something refreshing about paying people that you work with immediately. We do this out of honour. There has been a culture of the 28-day clause on payment terms, which some big companies stick to, others exceed. It has created a rotten culture. Is it fair to people? There is a chasm between old, big business and people."

What sets apart B Corp leaders from other business leaders?

"B Corp is not just a way of doing business. It goes deeper. It's changing humanity. It's the way we operate. You will not find a B Corp leader that doesn't, in their own personal life, really try to do everything to reduce their impact on the planet or create a fairer society.

It’s not just a professional qualification. It's a way of living.

There's a lot in my own life that reflects that like cycling, not driving. There is a no-car policy at Harrison brands. It's easy to do if you're in London, perhaps, and I cycle to every meeting I can. I also have an allotment!"

What future challenges do you see B Corps facing?

"I think the biggest challenge that B Corp certified businesses face is that when you get certification, it is like reaching Base Camp Everest. You haven’t reached the top of the mountain yet. We are on that journey. We've just started. Now we attempt to get better and better every time. That’s the behaviour of a B Corp.

I think the other thing that a B Corp has to contend with is looking after its brand and what it means. Making sure that the right businesses become B. Corp you know. It's very difficult to become a B. Corp, which is good in a way, but it's not an exclusive club and it shouldn't be seen as that.

In my personal opinion, I would not support or give the same certification to bigger organisations that don't make the cultural changes as well as other businesses can."

What would your advice be to people who are at the start of their leadership journey?

"Ask yourself questions. Challenge yourself all the time. Share your experiences with others. You will learn more from other people.

Knowing that you're doing ‘better business’ points you in the right direction. It is an exciting new world that we're entering here. That's what is most appealing to new B Corp leaders.

If they're looking for a new way, a better way, of doing business, then this is the way."

To get in contact with Andy at Harrison Brands click here.

Lucy Chaplin is a Leadership Coach who helps B Corps unleash full leadership potential.  She works with new leaders and managers to build performance and lead with confidence, giving them all the tools they need to amplify their impact.  Her bespoke IMPACT model guides new team leaders through the six stages of effective management.  You can find out more on her website or book a free discovery call here.