Leading for Our FuturePeople, Profit, Planet - and Purpose...

A Real World Perspective

May 5, 2016Annual Sharing Day

Jeana Wirtenberg, Ph.D. CEO Transitioning to Green

Linda Morris KelleyPrincipal, Transitioning to Green

Robert Coleman Senior Manager, Office of Sustainable Development & ProductStewardship at Church & Dwight Co., Inc.

Lauren Cranmer, Corporate Sustainability Manager with Becton Dickinson (BD)

WelcomeBriefly introduce yourself at your table

• Your Name

• Your Affiliation

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Leading for Our FuturePeople, Profit, Planet - and Purpose...

A Real World Perspective

Benefits and challenges

Producing profit within the resource boundaries

Leadership purpose, mindfulness, reflection and presence

Experiential learning via GlobStrat Strategic Business Simulation

Corporate leaders’ experiences

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Leading for Our FutureA Leader’s Perspective on Working Sustainably

People, Profit, Planet

Sustainable• PLANET: We live and make our living

within the means of Earth’s natural resources, replenishing what we use

• PROFIT: We use resources efficiently and responsibly to create an economy that serves the greater good and businesses that consistently produce profits with high-value goods and services

• PEOPLE: We, individually and collectively, achieve prosperity and fulfillment by responsibly and inclusively creating real benefits for ourselves, our societies and our world

Unsustainable

• PLANET: We continually waste and deplete Earth’s natural resources

• PROFIT: We squander our resources—both material and human—extracting but not regenerating capacity and value, and concentrate rewards at the top

• PEOPLE: We institutionalize practices that perpetuate inequality in compensation, well-being, and access to opportunities, thereby limiting our future creation of value

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Leading for Our Future: A Leader’s ChallengeTransition to Working Sustainably

SustainableUnsustainable

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PROFIT

PEOPLE PLANET

PROFIT

PEOPLE

PLANETLeadership

Essential Elements of a Culture for Sustainability

• Sustainable Values

• Sustainable Mind-Set

• Leadership for sustainability

• Visionary

• Employee engagement

• Multi-disciplinary

• Diversity, inclusion, social justice

• Wisdom

Essential Elements of a Culture for Sustainability

• Sustainable Values; sees organization in context of community, society, and earth

• Sustainable Mind-Set; systems thinking

• Leadership for sustainability; leads with purpose and authenticity

• Visionary: Envisions the future we want to create

• Employee engagement; builds agility and resiliency; engages imagination; fun

• Multi-disciplinary; Embeds sustainability throughout learning and development

• Diversity, inclusion, social justice; deep caring for all people

• Wisdom: emotional, social, and ecological intelligence

Leading for Our FuturePeople, Profit, Planet - and Purpose...

A Real World, Sustainability Perspective

Systemsthinking

Intergenerational responsibility

Socio-economicjustice

Enough … … for all … … forever.

Ecological Intelligence

Economic Intelligence

Emotional Intelligence+ +

Context: Sustainable Business = Profitable BusinessProduce profit within the resource boundaries of a

sustaining planet

• Optimizing overall value for the business

• Reducing risk exposure

• Reducing waste, energy use, and expenses simultaneously

• Unleashing employees for engaged productivity

• Increasing sustainable competitiveness and profitability

• Elevating your reputation

Sustainability supports your company’s business by:

Leaders Drive Change for a Sustainable FutureThere is a new reality emerging in which sustainability is not only a key

concern but also a pivotal driver that is essential to your company’s future.

Sustainability Leaders:

• Envision a compelling future

• Architect bridges to transition company business sustainably

• Embody a supportive company culture

• Build relationships that achieve goals

• Inspire and engage key stakeholders

• Anticipate sustainability opportunities

Leadership purpose, mindfulness, reflection and presence are critical to succeeding sustainably

Experiential Learning Games Speed and Deepen Leadership Capabilities

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GlobStrat Triple Bottom Line Strategic Business Simulation

Simulation ExerciseA Scenario

1. What you know about your new company:a. Successfully produces a basic computer tabletb. Sells primarily in company’s domestic market c. interested in being more sustainabled. Innovative competition is forcing reassessment of

business model e. (Read A Scenario handout)

2. Table discussion: Where will you start? How will you start? And

why?

3. Tables report out to group

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You have just been hired by GlobStrat Technologies as a new Vice President.

Sustainability-Based Leadership Culture Drives Business Success

Sustainability: Strategic Business ImperativeA Leadership Perspective

• Sustainability and operational excellence– People

• Diversity and inclusion• Learning and fulfilment• Appreciation and engagement

– Technologies and materials• Low environmental impact• High beneficial impact

– Value chain• Responsible management• Raising the bar

• Sustainability and market excellence– Continuing profitability– Industry leadership

• Sustainability and the creation of value– Talent acquisition and retention– Stock and share value– Contributions to well-being and prosperity

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Interacting FunctionsSales, Marketing, Finance, Production, R & D and HR

Develop Your Business Model

Volume-Cost Domination Differentiation

Quality & ISO certifications

Service Coverage

Differentiate from competitors

Create real value

Build actual, sustainable competitive advantage

Source: Michael Porter

Team by Team Triple-Bottom-Line Results

QUESTIONS?

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The experiences of two corporate leaders who brought what they learned about leadership for

sustainability into their companies

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Bob Coleman Lauren Cranmer

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A Perspective on Leadership

For Building a Sustainable Enterprise

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1. What is a Sustainable Enterprise?

2. Is Sustainability a Strategic Business Imperative?

3. What are its Key Elements?

4. WHAT IS LEADERSHIP’S ROLE?

Some Key Questions

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Leadership’s Role

• You must first understand your business, and the risks, opportunities and value to all stakeholders

• Act on the opportunities; quantify the risks and value; convert risks to opportunities

• Communicate risks, opportunities and value to all stakeholders

• Continually assess and realign plans

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Program Learnings

• Integrating TBL is part mindset and part investment, but the return can be significant

• Spending on sustainability can help deliver top and bottom line benefits

• Build your sustainability plan upfront to establish the fit and foundation--TBL is not a fast follow

• You need to balance informed decision-making with risk-taking

QUESTIONS?

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Envision the Future

• Changing world• Systems Thinking• Trends• Globalization• Economy• Regulatory• Technology• Customer needs

• Business model changes• Developing capability to lead change

• Kotter 8 step framework

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Leadership in a changing time…• Leadership Behaviors• Communication

• IQ/EQ• Listening• Inspiring – talk their language• Healthy debate/problem solving• Enabling others to act• Leadership is the act of getting someone else to do something

you want done because he wants to do it

• Millennials• Social Networking

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You don’t need a title to be a leader

• Passion/Hard work• Build Understanding &• Relationships• Metrics and data • GlobStrat –

• Viewpoints of all major corporate functions (WIIFM: sales, mktg, R&D, Ops, HR, Finance)

• When and how does it make sense to invest in sustainability/CSR

• Tools to help quantify lifecycle benefits?

Without data you’re just another person with an opinion

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What are your CEOs saying?

• We believe the long-term success of Whirlpool is tied in part to the health and well-being of society in general

– Jeff Fettig, CEO of Whirlpool

• …Public companies can move the collective needle by using their human and financial resources to innovate in ways that benefit both private interests and the public good

– Ronald Williams, CEO of Aetna

• In the next decade, the most successful companies will be those that integrate sustainability into their core businesses

– Jim Owens, CEO Caterpillar

• It takes 20 years to build a reputation and five minutes to ruin it– Warren Buffet

QUESTIONS?

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Company Conundrums in Addressing Sustainability-Related Challenges

People-Related ChallengesChanging Mind-Sets and Behavior

Filling the Pipeline from STEM Disciplines

Overwhelming Workloads and Competing Priorities

HR and OD Need to Seize this Opportunity

Promote Well-Being by Cultivating Sustainability-Inspired Habits and Practices

• Silent Reflection

• Mindfulness

• Listening generously

• Both-And

• Being, Satisfaction

• Caring, Compassion, and Service

• Gratitude

• Collaboration

• Balance

Three Big Tipping Points

• Co-Creation

• Bottom-Up

• Long View

Your thoughts?

Thank you!

www.TransitioningToGreen.cominfo@transitioningtogreen.com

Jeana Wirtenberg, Ph.D. CEO Transitioning to Greenjwirtenberg@transitioningtogreen.com

Robert Coleman Senior Manager, Office of Sustainable Development & ProductStewardship at Church & Dwight Co., Inc.Robert.Coleman@churchdwight.com

Lauren Cranmer, Corporate Sustainability Manager with Becton Dickinson (BD)lauren_cranmer@bd.com