Workplace activism: why speaking up is a good thing! (2 of 4)

This is part 2. of a series of articles on workplace activism. This part is about the beneficial sides of activism for organizations and the inherent risks associated with it. Part 3. will be on how to engage in workplace activism and effectively championing your own agenda. Part 4 will be on how management can support employee activists.

We need a company culture where people are not afraid to speak up at work.

In part 1.of this series you can read “A new culture must be established. One that actively encourages and embraces activism in organisations.” “A proactive approach of risk-taking and respecting different perspectives needs to become ingrained in company culture. This cultural shift not only helps companies navigate change more effectively but also enhances their resilience in the face of the complexities of this day and age.”

The efforts of workplace activists contribute to the company's long-term sustainability.

From our training practice we learned that ‘activism is love made visible’. Most workplace initiatives we uncovered came from a place of concern and a true pledge to success of their companies. An activist’s commitment to ethical practices, social responsibility, and innovation, positions the company for success in a rapidly changing business landscape.

This is how business is 'always' done here!

Most examples of activist-projects we found are around challenging the status-quo and the way business is ‘always done here’. An activists’ awareness, if invited in, of the important energy and materials transitions, emerging supply chain-issues, social justice and new narratives around business models helps the company to organize around opportunities that align with the needs of society. The presence of activists within a company promotes an environment of open mindedness, innovation, and long-term thinking. Employee-activists ask for a diversity of perspective in decision-making and for official employee and stakeholder consultation. It often starts with setting-up employee resource- and experts-groups to challenge the dominant culture. By incorporating an activists’ sensitivity to social and sustainability regulations in the company governance, a company becomes a leader in navigating challenges that come with new regulatory agreements and compliance.

The positive impact can be found in all processes and aspects of the business. In our course on positive workplace activism, we asked participants where they think they can make a positive contribution. We challenge them to see each job as a climate-job and invite them to look at it from the perspective of:

1. people, 2. stakeholders, 3. operations (incl governance) and 4. clients/consumers.

1.>>People: Projects we identified in this area were around living up to the company values, commitments to sustainability and climate goals that were made. And many projects to make and keep the workplace more diverse and equal.  Diversity, inclusion and equality is still a huge challenge in many companies, and not only those who are technical and IT dominated.

We see an increasing need for work-life balance and mental health programs (activists are often the once that start the discussion). And we were part of the establishment of various employee resource groups around net positivity, young leadership, female empowerment, ethical sourcing and client selection.

Employees are drawn to companies that demonstrate a commitment to social and environmental responsibility, and activists play a key role in safeguarding these values. They ask for industry innovations and trust-based forms of organizational design from company leadership. Acting as trustworthy advocates for positive change, internal activists can attract top talent to the organization and if taken seriously prevents conscious quitters to leave. If managed well embracing workplace activism and creating a safe space to bring ideas into the open is the basis of true employee engagement. For management the core-competence to develop is a willingness to invest in relationships and dialogue, and to take the needs of new generations of employees seriously.

2.>>Stakeholders: internal activists projects we witnessed engaged with external social movements and citizens groups and were collaborating with groups that are affected by company production processes.

There are positive examples of unions and workers councils are adding climate action to their areas of responsibility. Young people recognize more and more the potential power of these (still often conservative) employee voices and are increasingly willing to put themselves up for election.

The Engagement with communities is a crucial aspect of activism within a company. The activists can guide the company towards ethical practices and community involvement. Activists can bridge the gap between the organization and the communities it serves, fostering positive relationships and developing the company's positive impact. They can act as liaisons between the company and various stakeholders, ensuring open communication and addressing concerns effectively. Activists can serve as a proactive force in mitigating risks. By sensitivity to stakeholder needs and perspective, and addressing issues and concerns before they escalate, they contribute to the company's resilience.

3. >>Operations (incl governance): activists are challenging norms in areas like suppliers selection, design-briefings and sustainability ambitions. They have a clear view on how and why companies should align with societal needs and up-coming regulatory changes.  

Most examples of activist-projects we found are around challenging the status-quo and the way business is ‘always done here’. An activists’ awareness, if invited in, of the important energy and materials transitions, emerging supply chain-issues, social justice and new narratives around business models helps the company to organize around opportunities that align with the needs of society. The presence of activists within a company promotes an environment of open mindedness, innovation, and long-term thinking. Employee-activists ask for a diversity of perspective in decision-making and for official employee and stakeholder consultation. there are examples around establishing programs that ask to add future generations, young voices and  nature to the board and governance.

As discussed in the people section, it often starts with setting-up employee resource- and experts-groups to challenge the dominant culture. By incorporating an activists’ sensitivity to social and sustainability regulations in the company governance, a company will increase its ability to navigate challenges that come with new regulatory agreements and compliance.

4. >>Clients/Consumers: Activists want to use their talents to make meaningful products and services, increase transparency, and alignment with consumer values. Innovations started by internal changemakers often evolve around new business models and circularity. A whole new industry is emerging of start-ups that want to close the material loops and engage customers in a conscious life style. Internal changemakers in larger companies want these principles be part of their business too.

Consumers are increasingly sensitive of the values and principles upheld by the companies they support. For them a company should be transparent in its communications, and actively working to improve its internal practices. Activist-positive-cultures pay attention to include mechanisms for employees to voice concerns and suggestions and an open consumer feedback loop.  

We challenge them to see each job as a climate-job

Sounds good, what are the risks?

While activists within a company have a positively contribution, several arguments for potential risks and challenges are associated with their efforts. Understanding these arguments are important. Understanding them and being prepared when related events arise, will help activists, colleagues, and management to feel heard and engage in a constructive dialogue.

>>There is no place for activism here! Internal resistance.

Take your pet-project elsewhere! Activist efforts may face resistance and opposition from individuals within the company who hold different perspectives or are resistant to change in general and climate-change, sustainability and inclusion in particular. It can attribute to internal divisions among employees who may have differing views on social or ethical issues. Pushback can come from colleagues, leadership, or even other stakeholders who perceive activism as a threat to the status quo. This internal discord can impact teamwork and collaboration.

>>Whistle blowing is dangerous.

We must keep our dirty laundry inside. Activist initiatives may carry the risk of damaging the company's reputation, especially if the actions or messages are perceived negatively by external stakeholders. It can lead to legal and compliance risks by for example exposing the failure to adhere to regulations.

>>This is not our core business.

Activist initiatives may not align with the values and expectations of the broader market. This misalignment can lead to a disconnect and controversy with customers, investors, and other stakeholders. Internal challengers can become self-appointed representatives of these groups. 

>>The business of business is … to make a profit

Challengers will argue activist initiatives may divert attention and resources away from the core business functions. This distraction could hinder the company's ability to achieve its primary objectives and meet business goals. If activist efforts lack clear goals and measurable impact, it can be difficult to demonstrate the value they bring to the company. This may lead to skepticism among colleagues and leadership about the effectiveness of the activism.

>>It creates employee burn-out

Activism comes at a cost, as it is not part of the job description. Activists may face burnout if their efforts are not adequately supported or if they encounter significant resistance. High levels of stress and frustration can contribute to increased turnover, impacting organizational stability. There will be only losers.

To be or not to be an activist-positive-company

Yes, indeed employee activism can come at a risk, but not changing and not addressing the concerns of employees is a much bigger risk for any company. Cynicism and quiet (or loud and conscious) quitting can be the alternative. Employee or workplace activism is on the rise. Generations of new professionals will enter the workforce with different values and different talents. Managing internal divisions and fostering a culture of respectful dialogue becomes crucial to maintaining a cohesive work environment.

Yes, indeed employee activism can come at a risk, but not changing and not addressing the concerns of employees is a much bigger risk for any company.

Companies need to change their role in society and become a positive force. Employee are best positioned to be the accelerators of positive change.

Stay tuned for part 3. And if you want to dive deeper into employee activism check-out the undercover Activist Academy. There are new courses coming up.