Are you a Shoestring Practitioner? A Shoestring Practitioner is someone with a passion for doing good, for doing the right thing, for doing things better, but who is working on a shoestring: constrained in his or her efforts by a lack of resources, such as staff, time, money, or organizational support. This post is intended for the Shoestring Practitioner, especially one who is at or near the beginning of a sustainability journey in their organization, but may also be helpful to others trying to advance a corporate responsibility (CR) strategy. I prepared this post in response to questions received through my network about how to engage employees in CR planning.
In an earlier post [Should sustainability have a seat in the C-suite? December 1, 2010], I talked about the need to develop a fulsome understanding of the sustainability landscape in order to guide decisions about corporate responsibility (CR) strategy. A comprehensive and well-founded CR strategy will be informed by current and future business drivers pertinent to sustainability, including evolving regulatory frameworks, changing stakeholder expectations (including, but by no means limited to customers), emerging standards and best practice, pressing risks and opportunities, and the organization’s own capacities and competitive positioning. It must also consider, especially in a complex, diverse organization, the range of perspectives and opinions, the differences in awareness and understanding about CR and sustainability issues that may exist among the employees who will eventually be responsible for implementing a CR strategy, as well as among other key stakeholder groups.
A key component of sustainability mapping is stakeholder engagement, particularly internal employee engagement. Employees can provide unique insight into current and emerging challenges and opportunities, shed light on existing organizational strengths and weaknesses, and highlight areas where CR and sustainability programming could advance strategic business goals. Moreover, early employee engagement around CR and sustainability issues increases the relevance of strategies developed in response to their input and the likelihood of later buy-in and support.
While sustainability mapping can be a significant undertaking, especially in a large organization, employee engagement is something the Shoestring Practitioner often can tackle on their own, with limited resources. Click here to learn how…
Earlier this month, Delta Management announced the inaugural Clean 50, a group of committed individuals who have made significant contributions to sustainability or “clean capitalism” in Canada in recent years. These 50, either individually or, often, as leaders of a team, have been unrelenting advocates for sustainability in their organizations, their sectors, and their communities, collectively elevating the level of dialogue in Canada around environmental and social performance and innovation. This group of talented and inspiring leaders epitomizes the drive and dedication that characterizes the sustainability field in Canada today. And so it was with enthusiasm and excitement that I took part in the Clean 50 Summit held this week in Toronto. Read more about moving from ideas to action
Making Sense of Responsibility 