Sustainability Leaders Transformation Toolkit
Today, organisations are in a race to build, maintain and, in some cases, repair trust when it comes to sustainability.
Greenwashing, carbon colonialism and the balance between progress and perfection are just some of the discussions being had. But trust comes from action. With only a small number of organisations reaching their sustainability goals and the environmental, social and economic need for change only accelerating, what’s missing? What does it actually take to build a trusted sustainability journey?
Research shows that most organisational transformations fail. The top reasons for failure highlight how we drastically underestimate the people factor in achieving our goals. Sustainability is no exception. We spend too much time on the “what” and not enough on the “how”.
So, to drive the transformative change required, sustainability leaders need a range of tools to empower and enable action in all areas of an organisation. Raising awareness is not enough. This means playing a range of roles from ‘the translator’ to ‘the coach that supports from the sidelines’ to ‘the director that sets the vision and holds people to account’.
Download the Toolkit
Transformation is about embedding sustainability into how an organisation thinks, acts, shows up and measures success. This means taking a people-led approach to making sustainability goals a reality.
The expectation and responsibility on the shoulders of sustainability leaders have never been so high – nor has the opportunity. So, how do sustainability professionals keep pace with the complex demands of the job? And what roles do we need to play to be effective?
At Edge Impact we’ve been thinking about the different archetypes sustainability leaders need to play to effect change. Which archetype(s) do you naturally gravitate to? What skills might you need to develop to be a more rounded leader? Take a look and let us know what you think.
Edge Impact’s Sustainability Leadership Archetypes were proudly developed in collaboration with Andre Taylor.
The Archetypes
The Translator
A sustainability leader who works across different types of boundaries to bring stakeholders together, translate concepts, build trust, build shared visions for sustainability initiatives, align people’s activities and build personal commitment to collective success. They typically lead with little authority (position power) and primarily engage in boundary-spanning leadership.
A sustainability leader who works across different types of boundaries to bring stakeholders together, translate concepts, build trust, build shared visions for sustainability initiatives, align people’s activities and build personal commitment to collective success. They typically lead with little authority (position power) and primarily engage in boundary-spanning leadership.
The Diplomat
A sustainability leader who is able to exert influence through their relationships with leaders in positions of authority (e.g. executives and politicians). They are seen as independent, trusted advisors who the leaders in authority can turn to for counsel on technical or policy matters.
A sustainability leader who is able to exert influence through their relationships with leaders in positions of authority (e.g. executives and politicians). They are seen as independent, trusted advisors who the leaders in authority can turn to for counsel on technical or policy matters.
The Guru
A sustainability leader who is able to exert influence due to high levels of knowledge, expertise and credibility. They may be specialists in a narrow field (e.g. life-cycle assessment), or be seen as being experts in a broader field of knowledge (e.g. sustainability). They primarily engage in thought leadership to promote more sustainable practices.
A sustainability leader who is able to exert influence due to high levels of knowledge, expertise and credibility. They may be specialists in a narrow field (e.g. life-cycle assessment), or be seen as being experts in a broader field of knowledge (e.g. sustainability). They primarily engage in thought leadership to promote more sustainable practices.
The Director
A sustainability leader with high levels of position power (authority) which enables them to exert significant influence (e.g. to formally approve new sustainability initiatives). They typically have access to human and financial resources, and have the ability to shape organisational culture, strategy and processes to enable sustainability initiatives.
A sustainability leader with high levels of position power (authority) which enables them to exert significant influence (e.g. to formally approve new sustainability initiatives). They typically have access to human and financial resources, and have the ability to shape organisational culture, strategy and processes to enable sustainability initiatives.
The Activist
A sustainability leader who excels at initiating change (e.g. promoting a new idea or policy). They are comfortable taking risks, challenging the status quo and articulating new approaches. They are highly motivated catalysts of change and are helpful at breaking through institutional inertia. They primarily engage in champion-driven leadership to initiate sustainability projects.
A sustainability leader who excels at initiating change (e.g. promoting a new idea or policy). They are comfortable taking risks, challenging the status quo and articulating new approaches. They are highly motivated catalysts of change and are helpful at breaking through institutional inertia. They primarily engage in champion-driven leadership to initiate sustainability projects.
The Coach
A sustainability leader who exerts influence by coaching others. They enable other people in their networks to find solutions to sustainability problems. They do this by asking powerful questions, helping colleagues to find their own solutions, sharing guidance and resources, and/or facilitating structured learning activities to build confidence, knowledge and skill.
A sustainability leader who exerts influence by coaching others. They enable other people in their networks to find solutions to sustainability problems. They do this by asking powerful questions, helping colleagues to find their own solutions, sharing guidance and resources, and/or facilitating structured learning activities to build confidence, knowledge and skill.
The Guide
A sustainability leader who focuses on creating safe spaces for stakeholders to come together to collectively build an understanding of a complex problem, identify possible solutions, and then experiment with solutions until one or more are found that can be scaled up. They primarily engage in adaptive leadership to address complex (AKA wicked or adaptive) problems.
A sustainability leader who focuses on creating safe spaces for stakeholders to come together to collectively build an understanding of a complex problem, identify possible solutions, and then experiment with solutions until one or more are found that can be scaled up. They primarily engage in adaptive leadership to address complex (AKA wicked or adaptive) problems.
The Motivator
A sustainability leader who plays the role of either the assigned or emergent team leader to help a group of people to deliver sustainability projects / work. They may lead teams of staff /employees and/or project teams. They primarily engage in team leadership to promote more sustainable practices.
A sustainability leader who plays the role of either the assigned or emergent team leader to help a group of people to deliver sustainability projects / work. They may lead teams of staff /employees and/or project teams. They primarily engage in team leadership to promote more sustainable practices.
The Translator
A sustainability leader who works across different types of boundaries to bring stakeholders together, translate concepts, build trust, build shared visions for sustainability initiatives, align people’s activities and build personal commitment to collective success. They typically lead with little authority (position power) and primarily engage in boundary-spanning leadership.
The Diplomat
A sustainability leader who is able to exert influence through their relationships with leaders in positions of authority (e.g. executives and politicians). They are seen as independent, trusted advisors who the leaders in authority can turn to for counsel on technical or policy matters.
The Guru
A sustainability leader who is able to exert influence due to high levels of knowledge, expertise and credibility. They may be specialists in a narrow field (e.g. life-cycle assessment), or be seen as being experts in a broader field of knowledge (e.g. sustainability). They primarily engage in thought leadership to promote more sustainable practices.
The Director
A sustainability leader with high levels of position power (authority) which enables them to exert significant influence (e.g. to formally approve new sustainability initiatives). They typically have access to human and financial resources, and have the ability to shape organisational culture, strategy and processes to enable sustainability initiatives.
The Activist
A sustainability leader who excels at initiating change (e.g. promoting a new idea or policy). They are comfortable taking risks, challenging the status quo and articulating new approaches. They are highly motivated catalysts of change and are helpful at breaking through institutional inertia. They primarily engage in champion-driven leadership to initiate sustainability projects.
The Coach
A sustainability leader who exerts influence by coaching others. They enable other people in their networks to find solutions to sustainability problems. They do this by asking powerful questions, helping colleagues to find their own solutions, sharing guidance and resources, and/or facilitating structured learning activities to build confidence, knowledge and skill.
The Guide
A sustainability leader who focuses on creating safe spaces for stakeholders to come together to collectively build an understanding of a complex problem, identify possible solutions, and then experiment with solutions until one or more are found that can be scaled up. They primarily engage in adaptive leadership to address complex (AKA wicked or adaptive) problems.
The Motivator
A sustainability leader who plays the role of either the assigned or emergent team leader to help a group of people to deliver sustainability projects / work. They may lead teams of staff /employees and/or project teams. They primarily engage in team leadership to promote more sustainable practices.
Our work in sustainability leadership covers organisational-wide transformation through to helping individuals and teams develop the skills and capabilities they need to drive change.
Email us at info@edgeimpact.global to hear more about how we can help you accelerate positive impact through people-led transformation.
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