There is nothing like being immersed in a situation to truly gain understanding of all the factors at play. Change agents agreed that engineering situations where your CEO can have personal experiences of the issues is highly effective. Recent research supports this tactic revealing that through immersive, experiential learning and service-learning, executives can develop and enhance a set of capabilities such as a responsible mind-set, ethical literacy, cultural intelligence, a global mind-set, and community building that are crucial for responsible global leadership.¹ In your own organization, consider the following:

• Create opportunities for your CEO to personally and genuinely interact with key community and / or supply chain stakeholders in meaningful and positive ways
• Find opportunities for your CEO to experience firsthand the key ecological and social issues facing staff who are working at the front lines of these challenges

"I think to some extent holding up the realities of what's happening on the ground... Sometimes surprising your CEO in terms of the real situation leads to changes. It brings an understanding that this issue's a real issue, there are real consequences on the ground, this has been the impact on us as a business because of this particular area of neglect or oversight. There were a couple of those wake up calls, I suppose. Seeing it firsthand would catalyze a much more outspokenness in him where he'd put himself out there. These sorts of experiences of things going wrong in the system have catalyzed his bringing them to top of mind and spearheading initiatives to try to overcome some of the issues."
(Chief Executive Risk)