Important, but not urgent?

The barriers to shifting sustainability culture in organisations

This is an interesting time for business – maybe it always is! In the UK we are aware of the headwinds we face with many sectors seeking to adjust to a new set of baseline conditions. 

So where on our list of priorities is a drive towards sustainability and decarbonisation? For lots of businesses, the answer is – it is barely even on the list. Sustainability is acknowledged by almost everyone as important but, not urgent. 

So, we need to create ways sustainability can be proven to be an opportunity and not a cost. Actions we can take to deal with some of the pressing short-term issues but also support the medium-term transition. 

Culture shift - change from the bottom up

A challenge in many businesses, especially those with a larger workforce, is the slice of the workforce somewhere in mid-late career which is resistant to change. Not just change in relation to climate, just change overall It is just human nature and a difficulty in seeing the benefits of shifting from tried and tested methodologies.

This is culture change in its raw state. When the company executive decrees a shift in direction there is generally a state of inertia unless delivered with a carrot and stick, with the emphasis on the latter.  The best forms of cultural shift therefore include a drive from the bottom up – energising the next generation who are not yet habitual whilst offering a different perspective if empowered. 

A shift to a more sustainable future therefore can be driven from the bottom up.  If managed in a thoughtful and inclusive manner, it can also be delivered by  addressing some of the short term burning issues.

How to engage the next generation on sustainability

However, a warning. Conversely to a widely held view, our experience is that the next generation (under 25s for definition) are generally not climate change activists nor passionate about sustainability. The sentiment among this age group is that they can make no difference and climate is the responsibility of others. 

The next generation is, however, very much engaged in their own careers, their desire to be noticed and with a drive to move up through the ranks as quickly as they can. 

The shortage of skills and talent is an issue for business. If handled well, there is an opportunity to combine the career desires of the next generation with sustainability. Such  approach is all about unleashing the talent and giving it a platform to impress, whilst  leading it down the road of a sustainable future. How could this be done: 

Involve the next generation in developing solutions, give them specific challenges of decarbonising your business and empower them to innovate. 

• Give them space and time to work together to generate thoughts and ideas – many of which will be borrowed from elsewhere but with a free and less encumbered mindset. They need to be challenged with real industry problems, however these must problems which they can solve and solutions that can be implemented. 

How does unleashing the next generation bring a shift in culture?

Once they next generation has developed the solutions, invite the current generation to work with and mentor them – not to stop creativity and innovation, but to support them in delivering a great outcome.

This turns sustainability into a virtue. Unleashing and retaining talent, developing solutions from within your business, addressing the inertia of the middle layer and creating problem solvers of the future.

I will leave the last word for Benjamin Franklin: “Tell me and I forget, teach me and I may remember, involve me and I learn”

Top five actions to start taking now:

1. Set out clear ambitions and intent at the top of the company to create a sustainable business. 
2. Engage the next generation not only with the sustainability of the businesses, but with the opportunity to learn new skills and enhance their careers.
3. Set real life decarbonisation challenges impacting your business and empower the next generation to develop the solutions. 
4. Invite the mid-range of the business that can often be a ‘stick area’ to apply their experience and support to the next generation – this will bring their buy-in.
5. Ensure some of the solutions provided are implemented to ensure confidence and buy-in is long term.