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Everyone's role in sustainability event

18 Jan, 2012

 

Sustainability Intelligence
One of the things I have been doing over the last two years is to research and develop the concept of Sustainability Intelligence.
I am very excited about the launch event, at The Hub Kings Cross on 2nd February 2010.
Sustainability Intelligence is the ability to bring about sustainable change for oneself, for others, groups and organisations.
This workshop has been designed specifically to cater for the needs of HR Directors and Sustainability Professionals who want to:
Understand the competencies required to develop a sustainable organisational culture
Hear which behaviours are statistically correlated with success in sustainability
Explore cutting edge 360, coaching and developmental tools
Support the corporate responsibility department to make sustainability business as usual
Meet like minded peers in an idea sharing environment
You might describe yourself as a novice in this area, or as someone wanting to embed sustainability within your organisation and its culture.
What characterises the leaders who bring about sustainable change best?  How can they be developed?  Sustainability Intelligence is an attempt to clarify what real Leadership in Sustainability looks like.
There is a lot of talk about the need to achieve sustainable development, reduce carbon, and re-engineer business and economic systems.  There is much less conversation about what it takes, the kind of thinking and behaviour required.
Thanks to two years of rigorous research and statistical analysis we know the Sustainability Intelligence model is genuinely predictive of an individual's ability to impact sustainability in an organisation.
As well as the Sustainability Intelligence competency framework, a 360 degree feedback tool which benchmarks individual or group performance has also been developed, sustainability coaching methodolgies, and Sustainability Intelligence leadership development workshops.
Some of the organisations that have used these include Ashridge Business School, Beco, Lafarge, Midas Group, National Children's Bureau and Network Rail.
We are coming together for an hour or two on the evening of the 2nd February.  We are going to celebrate the progress to date, 'launch' the Sustainability Intelligence framework, and look at how we can individually take our own leadership to the next level.
Come join us!

One of the things I have been doing over the last two years is to research and develop the concept of Sustainability Intelligence.  

I am very excited about the launch event, at The Hub Kings Cross on 2nd February 2010.  


Posted by David Collins | Comment (0) | Untagged 

Sustainability Intelligence Event - 2 February 2012

15 Jan, 2012

There is a lot of talk about the need to achieve sustainable development. There is much less conversation about what it takes, the kind of thinking and behaviour required. We are going to explore the behaviour and actions required on the evening of 2nd February 2012.

Embedding sustainability into an organisation and its culture involves people.

The Sustainability Intelligence model and 360 tool has been developed to support this transition and its leaders. Organisations that have used the tool include: Ashridge Business School, Beco, Lafarge, Midas Group, National Children's Bureau and Network Rail.


Posted by David Collins | Comment (0) | Untagged 

Simplifying Sustainability - a small business example

07 Nov, 2011

One of our clients, Alliance Cleaning, are winners of the Hertfordshire Environmental Business of the Year Award 2011.  They beat multinational firms, the renewable energy company Green Energy, and others.  

Rather than simply sing everyone's praises, I thought it would be more interesting to write about the process we went through.  A commercial cleaning company based in the South East, the Alliance team (by their own admission) didn't know what 'Sustainability' meant in 2010.  

We have named the approach we applied with Alliance, “simplifying sustainability”, which is summarised in the diagram.  From my perspective, the key part was building the support and engagement of the people in the business.  In my experience, this commitment makes everything that follows possible.


Posted by David Collins | Comment (0) | values, strategy, recession, leadership, inspiring, environment, engagement, culture, behaviour change

Passion for Sustainability

28 Oct, 2011
What is the most significant factor when it comes to leading sustainable change* in an organisation?
Is it someone’s charisma, their position, their political awareness, their knowledge of climate change or the technical solutions in their marketplace?
Our research** found that someone’s Passion for Sustainability is the most significant factor in their ability to make a difference to the sustainability of an organisation.
Their personal commitment to the agenda, and their passion for it, is clear to everyone around them.  How do people know?  What specific behaviours do those most effective have?
The research suggests that those most successful in leading change “Acknowledge the consequences of actions on the wider environment”, and they, “Champion the Sustainability message”.  They talk about the subject – a lot.  We found that someone’s Passion for Sustainability was most strongly correlated with how often they communicate about the subject.
You also know these people as they “Seek out transport options with the lowest environmental impact”.  They are likely to measure their own environmental impact (or get someone to do it for them), and they somehow manage to set sustainability goals beyond current organisational expectations.
When we spoke to their peers, it was taken for granted that these people do a great job.  When we researched the leaders in the field, our interviewees said that this was the baseline, the pre-requisite for being able to influence others.  “If you aren’t doing a great job, then who is going to listen to you?”
The technical aspects of the job were only very rarely talked about.  This is perhaps a reflection of the assumption that you take care of this aspect before you can be a ‘leader’.  Perhaps this is a reflection of the many ways in which people come to the sustainability agenda, whether from a finance, environmental or marketing background.
Where does this passion come from?
With those with a real passion for sustainability, it comes from an internal place, and is fundamentally linked to their individual values.  These people may be great leaders in a general sense, and they have something more.
It makes sense that those with the greatest passion or commitment to sustainability have a good understanding of ‘Why Sustainability’, whether that is from a social, economic or environmental perspective.
This fits with our thoughts on behaviour change.  People naturally take actions towards a particular goal or in line with a particular agenda if they understand why.  Perhaps the ultimate goal of Sustainability Leaders is to inspire the passion and commitment in others.
As Antoine de Saint-Exupery understood, it is the desire for something that transforms behaviour and action.
If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders.  Instead, teach them to yearn for the vast and endless sea.
Antoine de Saint-Exupery (1900–1944)
*Most people are familiar with the idea that sustainable change involves the balancing of social, economic and environmental factors: the 3 P’s of People, Profit and Planet.
** Our formal research in this area began in August 2009 and included: a desk study of leading research on Leadership in Sustainability; repertory grid style interviews with sustainability leaders; unstructured dialogues; the Association of Sustainability Practitioners workshop discussing sustainability skills and talents; the construction of the first Sustainability Intelligence competency framework; a Leadership in Sustainability workshop with 45 attendees to hone the model;  development of a 360 degree assessment tool; trialling the 360 tool and Sustainability Intelligence model  (500 people from business, public, NGO organisations) with control questions and feedback mechanisms; detailed statistical analysis of the data; development of a second version of the model based on the data and statistics; further use and testing; development of a structured approach to 360 degree feedback coaching; client usage; translation of model into Czech language; further refinement of the model…. now Version 3.

What matters most when leading sustainability in an organisation?

Is it someone’s charisma, their position, their political awareness, their knowledge of climate change or the technical innovations in their marketplace?

Our research* into Sustainability intelligence has found that someone’s Passion for Sustainability is the most significant factor in their ability to make a difference to the sustainability of an organisation.


Posted by David Collins | Comment (0) | values, Sustainability Intelligence, leadership, inspiring, developing talent, behaviour change, 360 degree

More happiness - less stuff

24 Oct, 2011

Some really great advice from Graham Hill on how to end up with less stuff, and more happiness.

I particularly like, "that shirt I haven't worn in years; it's time to let it go", we have got to "stem the inflow", we have, "got to learn to think before we buy". 

 


Posted by David Collins | Comment (0) | inspiring, environment

Buy less stuff

14 Sep, 2011

It isn't complicated this one; buying and using less stuff.  Yet, it seems like it is the biggie when it comes to sustainability.  Making less stuff has been the hardest sell I have found when it comes to sustainability.

Businesses want us to buy stuff, to make more profit.  People's jobs depend on it - my work depends on my clients continuing to be succesful.  Marketers want us to buy more stuff, and they are good at it.

Eco-efficiency is easy to sell, as far as I can tell.  "Let's make more with less!"  "Let's half our costs, and increase our profit".  "Let's half our environmental impact whilst we double global profits" (and make more and more stuff).


Posted by David Collins | Comment (0) | values, plastic, inspiring, environment, culture, behaviour change

Embedding sustainability - breakthroughs in performance

08 Jun, 2011

 

How do you most effectively have your people align with corporate sustainability initiatives, and have them drive a more sustainable business? Would it be useful if they did so after a two and a half or three hour workshop?
I am delivering an Orientation to Sustainability in partnership with Great Performance Group.
This new workshop-based training is delivering results for clients, and so I wanted to share it with you.  It is delivering cultural alignment with sustainability initiatives and targets, breakthroughs in performance, all the benefits that come with improved employee engagement – whilst also meeting ISO 14001 training needs.
At Schiphol Airport twenty people from a cross-section of the organisation have been trained to deliver the 3-hour sustainability orientation to all 2,000 employees. The purpose is to raise awareness, encourage new actions and behaviours, co-ordinate corporate responsibility projects across the business, and offer employees the opportunity to participate in them. The journey was launched with the CEO, Board and Top 80 executives in November 2010, and the training process began in 2011.
At Alliance Cleaning the process has been used to engage management, office staff and key cleaning operatives in the people, profit and planet of sustainability.  With the Directors having developed a new mission and vision for the business around the sustainability agenda, the orientations have been the vehicle to engage employees, drive new behaviours, provide the context for new levels of performance and management, and ultimately change the culture of the organisation.  As a result the organisation has achieved a level of performance which is a World first for the cleaning industry.
The approach works by making sustainability (or corporate responsibility) personal, engaging and accessible.

How do you have your people aligning themselves with corporate sustainability initiatives and helping to create a more sustainable business from their position in the organisation?  

I am delivering a two to three hour Orientation to Sustainability in partnership with Great Performance Group which does this and more.  The workshop-based training delivers cultural alignment with sustainability initiatives and targets whilst also meeting ISO 14001 training needs.


Posted by David Collins | Comment (0) | values, strategy, leadership, inspiring, environment, engagement, culture, behaviour change

Buying a context

28 Apr, 2011

People do what they do because of how they see the world.  They take actions which match their perceptions.

Therefore, to change a person's behaviour you need to alter their perception.

Pretty simple really.  


Posted by David Collins | Comment (0) | values, strategy, leadership, engagement, culture, behaviour change

Values, sustainability and culture - learning from Timberland

15 Apr, 2011

I spent the day yesterday being reintroduced to the joys of manual labour, courtesy of Alliance Cleaning and Timberland UK.  

As part of Timberland’s Earth Day I was working to open up an area of Black Park country park for cattle to graze.  We were knocking down fence posts, cutting down small trees and bushes, and the like – all under the guidance of the Black Park Rangers.

I was really impressed by Timberland, in particular by the work that they have done on values, sustainability and culture.  I was struck by how well they know who they are as a company, and by how well they have defined - and are living - their values.  


Posted by David Collins | Comment (0) | values, strategy, leadership, inspiring, environment, engagement, culture

I don't care how you feel

15 Apr, 2011

I had a very practical experience recently.  

A good system for delivering a quality product or service works - no matter how you feel.

Future Conversations has a sustainability leadership model and online 360 assessment and reporting tool.
As a result I am frequently facilitating one-to-one sessions, so that people can understand the data in relation to their goals and aspirations, and so they can develop their own personal action / career plan.
The 360 helps one to understand strengths and blind spots in the competencies possessed by those leading sustainability initiatives and organisational change best.
Over the last year I have developed and refined my own style and approach to the one-to-one feedback sessions - and now there is a clear framework or system.
What I am now experiencing is that this system works, no matter how I feel.  Each individual gets real clarity about their current situation, future goals, and the steps to them.  Even when I think someone is not getting value their feedback form tells me otherwise.
The framework is based in a non-directive approach to coaching, combined with a process that most people choose to follow.  This starts with an individual's goals and aspirations, works through the 360 data in the context of their current situation and organisational culture, and concludes with the development of a personal plan.
It was the addition of this last piece that really brought it all together.
Writing someone's action plan with them, checking it is right, and then asking how likely (on a scale of 1-10) it is to happen seals the deal.  Anything less than a 9 means it won't happen and so we need to look at what is missing, what needs taking away or adding.
Feedback sessions now have a predictability in their outcome, even though each is a personal and unique experience.  Even when I think a session is going terribly, if the system is followed, then (at least so far!) the person gets the result.
In answer to the simple question, "Overall - how valuable have you found this experience?", the answer is usually 5 out of 5 (extemely valuable), and sometime a 4 out of 5 (valuable).
Additional feedback suggests how just how much people benefit and get out of the process.
This makes sense, as the process is designed to allow people to drive their own learning, what they want to talk about, and what they want to take away.
And far from not caring how you feel, a core part of the system is the requirement to care how the person feels (moreso than being concerned about how I do).

Future Conversations has a sustainability leadership model and online 360 assessment and reporting tool.   


Posted by David Collins | Comment (0) | values, leadership, developing talent, culture, behaviour change, 360 degree
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