It has become increasingly clear how unsustainable leadership and business models, a stressed workforce, and a negative impact reinforce each other for the detriment of society and business.
As a critical part of promoting leadership and quality management, empowering individuals to become leaders and fostering a culture of sustainable excellence in direction – that’s what promoting leadership and quality management is all about to address the EU initiatives on sustainability due diligence and the EU taxonomy.
Sustainable leaders act, dare and set a sustainable direction
If the business is ready to take charge and make a sustainable difference, all senior managers in all companies, big or small, play a crucial role as facilitators of the sustainability dialogue in society for making the right decisions that pave the way for a more sustainable and inclusive future for the benefit of both.
It is evident to all that in the current dire situation. We need sustainable leadership by leaders who can act and dare and set a sustainable direction without hesitation. The business directors must believe in investing in the corporate capacity to change private and public sector organisations. Let the multiple components of sustainability be a top strategic priority.
This checklist will provide the foundation for developing the transition know-how and skills that form a decisive plan of action by executing the checklist:
- Managers must first learn how to contribute to mainstreaming sustainable skills, behaviours and values by identifying the components that make sustainability essential to strategic leadership thinking.
- Accepting that society and the world are under pressure, the need to change direction to preserve hope for a sustainable future and avoid disaster for future generations is evident. The key areas in addressing the issues mentioned in checklist point one are climate, environment, health, gender equality and education.
- Management must understand how the issues and components identified in checklist point two are interconnected to integrate and embed these in the strategic leadership thinking issues identified in checklist point one.
- There must be a deep-felt purpose for making organisations sustainable. Prioritise the sustainability projects and identify the skills and competencies for responsible leadership. Management must reiterate to all stakeholders that managers must be committed and engaged to drive the projects forward by making the right decisions to allow for change by ensuring professional commitment.
- Businesses need all hands-on deck to create a sustainable environment. This happens when managers are trained and skilled at sustainable leadership. With the implementation, it is possible to add additional layers depending on the identified issues, e.g., the workforce and workplaces where no one gets sick, developing a skilled and reskilled labour force to meet the future challenges of lifelong learning, gender equality, diversity and related HR areas.
At this stage, it is time to take a break and brainstorm together! The main agenda item is to bridge the sustainability gap in leadership, progress, transition skills, data and IT systems. Issues and areas that can translate into daily work. Ask all stakeholders if you have any ideas on how we can solve the problems.
- Sustainability is a complex and extensive topic that stakeholders cannot visualise. Identify the critical third parties and partners so that the project continues in the right direction with the recognition of the need to understand and lead sustainably, which impacts the presence or absence of sustainable leadership.
- Discuss these values concerning the workplace, the role of business in society, and how they practice work-life balance. Surveys reveal that only 43% of European managers share sustainable leadership values. Therefore, the directors can begin by addressing the motivation issues necessary for a profound transformation.
- Identify the issues the younger generations share on sustainable values and hold unsustainable behaviours accountable. Employers that want to attract talent must practice what they preach and live these sustainable values.
- Conduct seminars with the participation of all stakeholders that bring forward values and responsible leadership and better understand the things in common and the differences, cultivate tremendous respect for the reasons behind them, and then communicate the needs.
- Accept that sustainable leaders who deliver – through better compliance, training and working conditions have sufficient knowledge and professional training in sustainable leadership that cherishes diversity, get the right diverse inputs, walks the talk, and get the best answer by asking employees.
The human side of ESG change is critical.
The above checklist should provide the organisation and business access to high-quality training on sustainable leadership to amplify the efforts on projects and partnerships. It will recognise the human side of change as key. It will upskill the labour force, improve working conditions, progress on gender equality and many other ESG and CSR areas that highlight how vital good and sustainable leadership is to make it happen beyond good intentions.
It will provide for a more significant impact, be passionate about sustainability, update the corporate ESG/CSR leadership philosophy and represent walking the talk and leading by example guided by the SDGs 3, 4, 5, 8 and 13.
The Esguiera ESG/CSR certification training focuses on education and training and ensuring that your employees are continuously upskilled.