"Believe it or not, one of the tactics I adopt is one of just letting mini-crises come up… because it just creates a sense of urgency. That blood rush to the brain just makes them more receptive to solutions or different solutions because now there's a need to deal with the problem. I just need to do the preparatory work for when the crisis hits because I can see when it's coming. Or you fall into the trap of fixing everything before anything ever goes wrong so everyone goes: Well what's the big issue? Because look how great everything is." (Chief Executive - Strategy)

"I'll want information that I can analyse so I can understand why it happened and what are the consequences. Then, most importantly, what can we do to prevent it from happening again? For that, you need to understand why it happened in the first place." (CEO)

Several change agents pointed to moments when they let the business stumble to illustrate the potential for much greater failure. You can leverage failures in the following ways:

• Identify small failures as they occur and demonstrate the value in learning from them by tying them to larger failures in other companies or industries
• Allow small failures to happen in order to have the organization feel the reality of the issue at a small scale
• Invite others in the organization to share their sustainability setbacks and engage in a psychologically safe process to help them understand and prevent future issues