"I think it's only when you can take yourself out of the industry, put yourself into something else, and suddenly you see the burning platform they face. The whole thing of why revolutions happen, it's very difficult for you to really believe that much is going to change. You don't want to change too much. You're on this winning streak and you've got your share options and you've got a good formula and you allow a few people to talk but you say the world isn't really going to change."(CEO)
"Whether it's the Clinton Initiative or the World Economic Forum, you're bringing people together in an environment where they are hearing expressions of what other leaders regard as the big issues in the world and being forced to take some position on those." (Sustainability Change Agent)
Several CEOs and change agents pointed to moments where peers were able to articulate the sustainability imperative in a way that was deeply influential. You may wish to consider the following tactics:
"I got together with my Chairman and we organized a day for the executive team. We invited three CEOs from other sectors, well respected, already taking action on sustainability and good storytellers. They linked it for us - how all these things are going to play out in the long run. When that big picture penny drops it makes a very big difference because these are big picture people we're talking about. So, I think after that day it just got a momentum of its own. It just happened automatically because they got it. They got it just like they get the understanding of their own business or the understanding that they have of politics in South Africa. All these things are relevant… once you see it you can't unsee it. When you spend a day like that it's actually a worthwhile day not a wasted time. It's wonderful and adds legitimacy to you as a CEO when you do it properly.
On a smaller scale, maybe just organize a meeting with one of these guys, saying to your CEO, 'Listen I want you to just meet this person.' Obviously briefing this other person properly before the meeting so know why they're really there." (CEO)
"I felt that our CEO needed to be more actively involved with our industry association's sustainability initiative. I encouraged him to take a role on the board...It wasn't easy to convince him that it was important to make the time. We saw that our CEO really wanted to play amongst the big players and that's how we convinced him to join. He did, and through his involvement I think that he learned a lot more about what was going on, what the challenges were, and he was able to see himself more as someone who could enable this for the future of the whole industry. He was really inspired by that. That also enabled us, I think to build more credibility overtime and have more influence within the industry as well." (VP Sustainability)