Leadership

Why putting women in charge could be key to meeting climate goals

Bronagh Loughlin — Fri, 05 Apr 2024 16:06:58 +0000

Why putting women in charge could be key to meeting climate goals

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The strength of female leaders as a driving force for climate action is an asset not missed by the first female President of Ireland, Mary Robinson.

She allied herself with eminent female leaders around the world and established ‘The Elders’ group to push for urgent climate action with a feminist approach.

Since then, we have witnessed countless other trailblazing females standing up for what they believe in and fighting for the rights of nature and women everywhere.

New research has identified the critical role women play in climate leadership.

The report from the European Investment Fund reveals that women-led firms have higher environmental, social, and governance scores than other businesses.

Additionally, it says that businesses with greater representation of women in leadership positions have better track records of adopting sustainable initiatives and practices.

The report also finds that women leaders are more likely to invest in renewable energy, helping to curb greenhouse gas emissions.

Besides, women-owned companies are more likely to focus on recycling and other energy-saving measures.

In the workplace, female leadership is associated with higher transparency concerning environmental footprints.

A higher percentage of females on a corporate board is also known to correlate positively with the proper disclosure of greenhouse gas emissions.

A vital mass of women on a board leads not only to better environmental outcomes but more innovation.

With these findings in mind, it is not so surprising that the world’s most sustainable cities are led by women.

However, despite all of this, those major corporations who have pledged to reach net-zero emissions by 2050 are not taking steps to include women in their climate action strategies and decision-making.

Experts believe that if they did, they would stand a greater chance of meeting their targets.

Placing more women in the top ranks of businesses is more than just an equality matter; it is about driving economic growth and establishing jobs with positive environmental, social, and climate impacts.

The reality is, though, that women still face more socially and economically costly barriers to setting up and growing a business than men do.

Whilst female entrepreneurship is on the rise, the number of male business owners still surpasses that of female business owners by three to one.

Women are already leading the way in the development of sustainable enterprises and solutions that aim to improve the planet. Image: Canva

We must utilise every human talent, irrespective of gender, to effectively address the environmental catastrophe.

Gender equality and climate change issues have already benefited greatly from the involvement of women in environmental decision-making.

The potential of female leaders in the battle against climate change has been partially illuminated by the Network for Business Sustainability.

The organisation claims that female leaders are less likely to support unethical practices and can strengthen a company's commitment to the Sustainable Development Goals.

Since women deal with a greater number of issues related to equality than men do, they are more aware of justice-related issues.

According to the group, women are also more likely to be open to change and to adopt sustainable habits. In other words, they improve a company’s decision-making and drive innovation.

Research reported in the World Economic Forum discovered that females outscored men on most leadership competencies. The climate catastrophe disproportionately affects women and girls, and this is particularly true in developing countries.

Several inspirational, trailblazing women influenced the drafting of the Paris Agreement. Among these women are France's climate ambassador, Laurence Tubiana, and UN climate change chief, Christiana Figueres.

Greta Thunberg, a young climate activist from Sweden, has also mobilised millions to take action since the Agreement's creation.

The successful implementation of corporate sustainability efforts is heavily dependent on women, and there is a strong correlation between the possible attainment of the SDGs and female leadership.

The Business Commission has previously stated that women have six of the vital leadership qualities needed to advance progress here.

These qualities include collaboration, social inclusiveness, long-term thinking, innovation, and environmental management.

According to their report titled "Better Leadership, Better World: Women Leading for the Global Goals," female leadership is a secret sauce that has the power to usher in a new age for businesses today.

Women are powerful agents of change and could be the key to driving sustainable transformation across organisations.

It is well recognised that female leaders are inclusive, promote involvement, and share knowledge and power.

But, one of the most significant aspects of this leadership style is that it fosters greater empathy and takes into account the “human” side of individuals.

However, female entrepreneurs and leaders still face their own set of unique challenges to assume leadership roles.

We need to address the gender gap in climate entrepreneurship if we are to genuinely improve female leadership in sustainability.

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Mindset is everything: How to approach systemic change to accelerate climate innovation?

Szilvia Szabó — Fri, 15 Mar 2024 10:46:26 +0000

Mindset is everything: How to approach systemic change to accelerate climate innovation?

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We often hear that `we need systemic change` to address the climate crisis, which sounds like a smart answer, but how should we actually do that?

Mike Townsend, Founder and CEO of Earthshine Group, spent more than a decade searching for the answer and working with organisations to adopt changes on a systemic level to advance sustainability initiatives.

In addition to running the Earthshine Group, Mike also serves on advisory boards and teaches courses on Sustainable Development, Sustainable Business Strategy, and The Business of Change.

He is an author and editor of various books, such as Reframing the Game or The Quiet Revolution, and a regular contributor to Huffington Post, Edie.net, The Guardian, Medium, and others.

You work a lot with universities and educational institutions. What is your impression of how the next generation is facing the climate crisis?

Since I have been working with educational institutions, I have noticed an increasing amount of anxiety among students each year over the last decade based on genuine concerns over the climate crisis and how this will affect everybody’s lives and worries over the state of national and global politics, and the rise of far-right extremism.

It really is a tough and frustrating time, especially as too many of our leaders are falling short of what we need right now.

Mike Townsend, Founder and CEO of Earthshine Group

Yet, we must re-find hope and reclaim agency to act and create a better future.

What I can see is that many students come to Copenhagen from other countries to capture learning, insights, and practical examples that they can take with them and to try to make some form of meaningful change back home.

Many of them are asking, what is my place in this crazy world? How can I make it better?

We take learnings from real-life cases, such as the renewable energy transformation of Ørsted, a Danish energy company that made most of its money from fossil fuels but changed course and became the world’s largest producer of offshore wind energy by 2019.

But we can also look at city developments, like the green neighbourhoods of Østerbro, public transit solutions, cycling infrastructure and urban planning in Copenhagen, or new circular economy business models popping up in Malmö.

Based on their learning experiences, some are getting involved in climate and political activism, while others are looking to become the next generation of business leaders to change the way things are done in commerce.

Some are looking deeply into systems change, particularly the dysfunctional aspects of capitalism, to find a better way.

All approaches are “good work” and help move the dial, particularly when joining forces with other like-minded groups. However, we need to be mindful of timing.

The best way to go is to explore the alignment between your own passions and interests, with your own specific skills and insights, and the opportunities you see to make a real difference: find your own ‘sweet spot’, get the support you need, join up with others in your space, and go for it.

We need this change to happen right now. The decisions we make today will determine the course of the next 30 years and beyond.

By working with various organisations in different cultures, have you noticed a common dominator or distinctive differences when it comes to adopting sustainability?

If we try to inject sustainability thinking into the wrong cultural context, we will not get very far.

So, it’s essential to get the right values, mindsets and behaviours in place if we are to have any chance of integrating sustainability thinking and solutions in the right way.

There are key attributes characterise a culture where sustainability can have a soft landing, in my opinion:

Honesty, coupled with the recognition of where we are. Here, we need leaders who are able to face the truth that business as usual is dead.
A mindset of transformation mixed with active curiosity - practically being open to finding new ways of doing things.
Be open to genuine collaboration in developing radical, new solutions, recognising that no single actor can develop and deliver the necessary changes we need to see.
Foster a culture of courageous leadership and being unafraid to experiment and try bold new approaches.

You designed a `model for transformation` to enable systemic change. How does that work?

We developed a model for transformation over the last 15 years based on a comprehensive theory of change. Conventional theories of change tend to be inadequate - often relying on `nudging` and bottom-up change initiatives - lacking impact, penetration and pace.

Our model is designed to help people and organisations navigate risks, opportunity and complexity in a more efficient way. We call this our ‘Star System’ – a multi-level approach to help our clients navigate transformational change, starting with recognising that we cannot become a fully sustainable enterprise in isolation.

For example, we cannot become truly ‘circular’ if we don’t engage with our customers and supply chains and develop genuine business model innovation.

We also need to engage with policymakers to develop appropriate and supportive policy architecture, as well as drive the necessary changes within our system of economy.

Everything changes! And, most likely, we’ve never experienced this level of change before. This means that we’ll also need to look at developing and enhancing our capabilities so we can deliver more successful transformations.

Capability development is, therefore, at the heart of our model.

However, not everyone is ready to engage in this holistic way, with some falling back on the false notion of “easy sustainability” based on superficial initiatives and incremental change.

What is your experience with bigger-scale projects you have worked on? What are the typical challenges, and how can you achieve tangible results?

Looking at key actors to make change happen, you will find no shortage of challenges.

Will politicians, worried about their short-term political and election cycles, fully engage when reducing consumption is hardly seen as a ‘vote winner’?

Will business leaders - often highly successful within a linear economy - adapt their business models and overcome the inertia to change?

Will banks and investors lacking real incentives reboot their expectations for financial and investment success in the twenty-first century, let alone the need for all of us citizens to recalibrate our own views on what the ‘good life’ can look like in a more sustainable world?

The starting point is all about mindset, such as shifting from being a passive consumer towards being an active citizen.

For example, our Sustainability as a Mindset programme is all about developing ‘Both+And’ thinking, which enables you to see past false binary choices such as sustainability vs. economy and look for solutions that are not exclusive - find a new `sweet spot` and developing sustainable solutions that also work commercially.

Our current definition of “success” in life has become somewhat, perversely, interwoven with our buying and consumption habits as an outward display of our status and achievement.

How can you present and embrace sustainability as a road to innovation?

On current terms, we cannot simply hope to “comply” our way out of the climate crisis.

Authentic sustainability is the route to enhanced business performance through creating new market opportunities, de-risking our business models, finding new ways of making sustainable income, and capturing eco-efficiency benefits, with less money spent on resources and waste, energy and carbon, and so on.

In this scenario, sustainability becomes the catalyst for positive innovation and business change.

In our courses, we take a deep-dive exploration into the businesses that demonstrate real insights, take an analytical approach and embark on live company visits so people can see, touch and question for themselves.

"Our embodied learning approach is ten times as effective as conventional training and leaves a longer-lasting, positive impact."

We also like to take participants through a real immersion in nature, getting out of their comfort zone and reconnecting with nature, self and others.

This embodied learning approach is ten times as effective as conventional training and leaves a longer-lasting, positive impact.

With each course we run, we aim to assist attendees in finding the solution that works for them while challenging their thinking.

We need to innovate like crazy and deliver transformational change.

For instance, in our Going Circular course, we are searching for new ways of making money through non-consumption and non-destructive ways, examining how the winners in this space are already doing it for real – and learning how this can be done, with the nuts-and-bolts of new business models.

Ultimately, despite the scale of the challenge, the pressing time frames involved, and the pushback from dark forces, we can re-find HOPE: Through engaging in these conversations with each other, we can realise the shared actions we can take forward in resolving our common challenges.

But we do need to see more courageous leadership, taking more risks, engaging in way more authentic innovations, and daring to fail, learn and try again.

With the right mindset, everything is possible!

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How can we inspire sustainable behavioural change?

Bronagh Loughlin — Wed, 06 Mar 2024 11:10:07 +0000

How can we inspire sustainable behavioural change?

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Sustainability Leadership

Mindset

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Leadership

It’s clear that information on its own is not enough to change behaviour. Behavioural science can allow us to understand how people process, respond to, and share information.

This can help us identify the drivers that transform simple awareness into climate action and daily sustainable habits.

Due to its potential, an increasing number of governments are also incorporating behavioural science into many aspects of their policymaking. Padraig Walsh, CEO of ChangeAble, runs a behavioural insights agency and explains the importance behind what his organisation does:

“What we want to do is use the incredible insights from psychology and behavioural science and apply them to make the world a better place.

So many societies' issues such as climate change, health issues, well-being & conflict emerge from human behaviour errors, and we want to disseminate this science and make it relevant in various sectors.”

When asked about the role of behavioural science in driving sustainability, Padraig explains what they often find is there’s a difference between our intentions and our actions.

He shares that policy often focuses on targeting individual motivations and trying to motivate individuals to change when, in fact, people are already motivated and want to be more climate-conscious in their behaviour.

Still, the systems and environments are limiting their capabilities and opportunities for change.

He gives some examples:

“We see this when it comes to financial limitations with the cost of retrofitting or electric cars, educational/skill deficits when wanting to switch to a reduced meat diet, or not having the cooking skills, knowledge, or confidence to change.

We even see opportunities in physical environments that limit the likes of cycling due to safety fears or perceptions of rainfall.”

Padraig Walsh, CEO of ChangeAble and Behavioural Psychologist

“We want to see behavioural science used for good both in terms of making decisions that are good for society as a whole but also data-based decisions that lead to lasting and robust meaningful behaviour changes.”

Padraig proposes an alternative approach, moving away from focusing solely on individual actions.

He explains: “It’s what we call the I-frame (individual) in behavioural science, but more of our work is becoming conscious of the S-frame (systems).

Behavioural insights can help us design human-centred systems in our environments such as at home, in the workplace, in towns and in society that make climate action easier, more attractive, and the default option.”

He adds: “Our knowledge of human decision-making can help us to design these optimal environments for sustainability by making sustainable choices simpler, more accessible and habitual.

However, we first need to understand that framing matters; humans are more likely to change behaviour when challenges are framed positively rather than negatively. How we communicate about climate change and sustainability influences how we respond.”

Padraig explains further:

“Individuals are more likely to feel empowered to act regarding a positive frame such as ‘clean energy will save X number of lives rather than ‘we’re going to go extinct due to climate change’.”

The second sentiment might evoke an emotional response of hopelessness or anxiety and likely won’t lead to effective behaviour change.

Padraig believes we need to take steps informed by science rather than politics or creed.

Since climate change has been looked at as a behavioural concern, we have been able to instil hope in people and motivate them to take action.

However, he feels this has only been possible due to scientific evidence as the basis and not blind politically motivated actions and promises.

He adds: “Addressing the intention-action gap is an important consideration to take into account. Individuals in Ireland are informed about climate change and seldom doubt its existence.

They want to take action but may be confused about the ‘how’. Therefore, the mental load on people can be lessened by having changes on a systemic level and making climate actions easier for us mentally.”

Padraig attests that this can be achieved by using social norms to our benefit. We compare ourselves with those we think are similar to us.

For instance, we may compare our energy consumption to that of our neighbours, and a simple statement on our power consumption bills, starting with how we did compared to our vicinity, can be a powerful motivator for communities to become more conscious of energy consumption.

Padraig shares that his favourite behavioural science model for sustainability is the EAST model.

He says: “It is a powerful and simple framework to think about designing for behaviour change, and it’s particularly relevant to sustainability.

Our goal when promoting behaviour change is to make the desired behaviour - Easy, Attractive, Social and Timely.”

For example, we may be able to increase the cycling population if it was made easier to get access to cycling routes or if people had ease of access to bike-sharing schemes.

We can make sustainable meals more attractive in their appearance and description.

For instance, we could say ‘delicious creamy pasta’ instead of ‘vegetarian’ or ‘meat-free’. Emphasis on people’s social identity for a message to appeal to them can result in more initiative.

EAST framework. Image: Designorate

Padraig shares: “Using competition within and in between groups for sustainable goals can promote actionable change.

These techniques, coupled with a timely implementation, can make all the difference.

We can provide first-year students tips to shop sustainably or provide interest-free loans to students to buy public transport passes.

Adopting the EAST model can be highly beneficial once done with due consideration.

He says: “We are habituated to living a certain way, consuming a certain amount of goods or having a particular mode of transportation.

This requires systems-level change and effective policy as much as it requires individual willpower and motivation. Combined, however, behavioural insights and human/planet-centred design offer us hope that change is possible.”

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How to foster climate leadership?

Szilvia Szabó — Tue, 05 Mar 2024 17:48:22 +0000

How to foster climate leadership?

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Sustainability Leadership

Climate Action

Topic

Leadership

Today, we are increasingly aware of the planetary challenges and how they intersect with our lives.

However, what seems to remain untouched is the set of beliefs, values, assumptions, mental processes, and paradigms that we hold and share: our mindset.

How do we transition to a sustainability mindset?

Dr Isabel Rimanoczy, author of the Sustainability Mindset book, identified 12 Principles for a Sustainability Mindset and created a framework that can be applied in higher education.

She says:

“If I were to name some of the characteristics of people who can generate change, I would start with self-reflection.”

Dr Isabel Rimanoczy, author of the Sustainability Mindset book

She further explains that reflection is all about stepping back, slowing down, giving time for myself and looking at where I am heading with what I am doing now.

"Having a sense of higher purpose, whatever it is for you, also helps you not just randomly react to life's demands but use this purpose to be your compass."

Of course, there are other factors, but to be in a position to change something, you first need to stop and realise your situation.

Isabel shares:

"While we carry off the everyday things we need to get done, going through our to-do list, we are simply not suited to listen or learn.

Being conscious about what is out there for us and how we behave and operate is a great power.

I like to compare consciousness to a curtain that once you open, you cannot close again, and once you look behind it, you cannot un-see those things you find there.”

They surveyed over 20,000 students about changing mindsets, and one thing that emerged is that once the shift in thinking happens, it brings the need to share this discovery with others so they wouldn’t feel alone with their new thoughts.

This practically means that they start talking with their boyfriend, girlfriend, neighbours, friends, parents, etc.

In collaboration with other experts, Isabel launched the Sustainability Mindset Indicator (SMI) to help leaders map their current mindset concerning sustainability.

This is the first instrument to map and profile where an individual is on their journey towards a Sustainability Mindset.

The SMI is a questionnaire consisting of 36 bipolar statements, exploring three dimensions of our mindset for sustainability: the cognitive, the behavioural and the affective.

It offers a personalised report that highlights the unique skills and opportunities to shape a better world.

It also provides questions for reflection to expand awareness and leverage personal resources.

The 12 Principles for a Sustainability Mindset is introduced by Dr Isabel Rimanoczy in her book.

Dr Ciarán Ó Carroll, sustainability consultant at Change by Degrees and lecturer on the Postgraduate Course on Sustainability Leadership at the Technological University in Dublin, says that the current trend in sustainability leadership is to focus on integrating holistic and systemic approaches.

This would include concepts such as the Doughnut Economics model, which seeks to balance human needs with the planet's ecological limits, adding that there's a strong emphasis on climate justice, ensuring that efforts to combat climate change are fair and equitable.

Regarding sustainability in organisations, Ciarán says:

“While leadership commitment is crucial for setting the vision and allocating resources, a ground-up movement is essential for embedding sustainability into the culture and operations of the business.

The ideal mix involves leaders who set the agenda and empower employees at all levels to contribute ideas and take action, fostering a culture of innovation and shared responsibility.”

Dr Ciarán Ó Carroll, sustainability expert and lecturer

He emphasises that we need visionary leaders capable of inspiring and motivating their teams and open to learning and adapting.

“Successful examples include leaders who practice participatory decision-making, allowing teams to contribute to sustainability initiatives and those who adopt a coaching style, facilitating personal and professional growth within the context of sustainability goals."

Ciarán believes that sustainability leadership prioritises long-term ecological and social well-being over short-term profits, emphasising collaboration and inclusivity, and requires a deep understanding of ecological limits and social equity.

Based on his experience teaching postgraduate students, he says that the most challenging aspect is overcoming scepticism and demonstrating the tangible benefits of sustainability initiatives.

This involves not only highlighting the ethical and regulatory imperatives but also showcasing how sustainability can drive innovation, reduce costs, and enhance brand loyalty.

“That includes setting meaningful, ambitious goals, regularly measuring and reporting on progress in a transparent manner and fostering a culture that values sustainability as essential to the business's success,” Ciarán explains.

Once you have that understanding, you can move forward with implementing sustainability strategies.

But you need to avoid making it a box-ticking exercise.

Reflecting on his experience as a lecturer, he adds:

“The most challenging part for many students is often integrating sustainability into traditional business models and strategies, requiring a deep understanding of both sustainability principles and business acumen to create solutions that are both effective and viable.”

For Ciarán, one of the most influential people in sustainability leadership is Mary Robinson, former President of Ireland, Chair of The Elders Foundation and fierce advocate for climate issues.

“Her work brilliantly showcases how leadership, when combined with a deep commitment to justice and equality, can drive significant progress in sustainability.”

What he also finds fascinating is Robinson`s ability to articulate the interconnectedness of climate change, social equity, and human rights and then mobilise action at both grassroots and global levels.

“Mary Robinson exemplifies the kind of leadership that sees the bigger picture and acts with compassion and conviction, making her a true role model in sustainability leadership.

Her work is a reminder that to truly address the challenges of sustainability, we must look at them through a lens that encompasses not just the environmental impact but also the social and ethical implications.”

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Am I filling my boots? Changemakers battle with imposter syndrome

Bronagh Loughlin — Wed, 04 Oct 2023 10:48:14 +0000

Am I filling my boots? Changemakers battle with imposter syndrome

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Imposter syndrome is not a mental health issue but is a strong set of intrusive thoughts and feelings involving getting anxious and not experiencing success internally.

Usually, people experiencing this emotional whirlwind are high-performing in external, objective ways. However, they still feel like ‘a phoney’ or a fraud’ and question and doubt their abilities. They are continuously anticipating their fraudulence and inadequacy to come to light.

There is added stress with imposter syndrome to keep up the ‘charade’; that time is running out, and they will be uncovered.

Generally, imposter syndrome creeps up when you begin to appear publicly or in front of other people.

As a leader trying to make change happen, initiate climate action or raise awareness about societal issues, putting yourself out there into the world is part of the deal.

Some common characteristics of imposter syndrome include undervaluing contributions, self-doubt, and attributing success to external factors.

A survey by NerdWallet uncovered that 78 per cent of business leaders experience imposter syndrome, and it causes 59 per cent to consider leaving their role.

Sabotaging self-success, constant fear of not living up to people’s expectations, setting unrealistic expectations, and burnout are also known to occur.

Burnout enters the equation here because it is very common for people to push themselves too intensely to overcome a sense of incompetence.

Slowly, their work becomes more of a chore than a source of passion, purpose, creativity, and meaning because they are burning the candle at both ends.

Imposter syndrome drives anxiety and fear of not being good enough and can easily lead to burnout and mental health issues. Image: Pexels

If you are working in the sustainability or social justice space, leading an ambitious project, you’ve probably experienced imposter syndrome before on some level.

It is partly because you are not just exposing yourself but have the added challenge of trying to get people to ‘buy’ into your mission and, most likely, your passion.

You may think to yourself: ‘Why should they listen to me?’, ‘There is probably someone more suitable to drive them to make these changes’, the list goes on.

Imposter syndrome is something I feel regularly and has only intensified since I transitioned from a freelancer to a social entrepreneur by founding Purpose Content Studio, which set out to change the climate narrative. Now, I find myself feeling out of my depth and far outside of my comfort zone.

It doesn’t sound so bad when you see the word ‘owner’, but the title ‘CEO’, ‘Founder’, or ‘Director’ definitely causes some uneasiness, particularly for those who do not have the highest levels of self-esteem, like me. I think it is because a lot of pressure comes from these titles.

Especially when operating in arenas where change is vital, there is real pressure that because you are a ‘changemaker’ or ‘leader’, you must have all the answers and constantly achieve small or big wins.

Just as many are hesitant to adopt sustainable changes or take climate action for fear they won’t add up to much of an impact, those who suffer from imposter syndrome worry their contribution won’t matter.

Like most people reading this, I have put in the time, energy, and hard work to get to where I am today.

There’s much evidence to suggest I am wearing the right shoes, but still, my mind needs some convincing, and I worry I need to go up a size and a half.

Some may even think imposter syndrome is not a big deal, that it has more to do with self-image and esteem.

However, research has found that it can impact work performance and relationships, dripping into other areas of your life; in my experience, I’ve found myself suddenly not feeling competent or good enough in other instances.

The premise of imposter syndrome is that you are not good enough, and your current portfolio of achievements is the simple result of luck, leaving you with that little voice in your head of self-doubt despite success – washing away the enjoyment of your achievement.

Our minds are like sponges, and just as we can recondition to improve our well-being and self-esteem, continuously thinking poorly of ourselves can do the exact opposite.

Of course, ‘snapping out of it’, as some would say, is a lot easier said than done.

Despite imposter syndrome being incredibly common in the social entrepreneur and impact innovator community, many still feel ashamed to speak openly about experiencing it.

In saying that, silence and isolation are what keep these demons kicking.

You’d be surprised to learn how many people in your circle are dealing with these exact struggles, feeling inadequate and worthless. In order to deal with imposter syndrome and replace these feelings of incompetence with beliefs of adequacy and greatness, we need to encourage conversations.

Imposter syndrome has to stop being a hush-hush topic and be understood as something we all struggle with at some point, reframing it as a signal that it is time for growth and good things are pending.

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How to keep the spark alive while changing the World?

Bronagh Loughlin — Fri, 03 Mar 2023 12:41:22 +0000

How to keep the spark alive while changing the World?

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Business leaders do not exactly have a 9 to 5 schedule, and coupling it with the pressure to make a positive impact can be extremely stressful.

But being a purpose-driven leader is more than simply selling a product or your brand to consumers.

According to research from Steve Bagi on Interdisciplinary Perspectives on International Leadership, sometimes burnout among leaders results from their expectations to be innovative and enthusiastic constantly about encouraging their organisation to continue to move forward.

A big challenge for leaders in the impact space is maintaining a healthy lifestyle while working for a mission or towards a cause they deeply care about.

Symptoms of burnout include feeling overwhelmed and unsatisfied about achievements, stressed out, mentally and physically exhausted.

Those working in the climate action and social impact arena may actually be more prone to these feelings and states of mind.

Eco-anxiety

Besides business-related issues, there is an increasing trend of experiencing eco-anxiety.

This emotional status is defined as the fear of environmental damage or ecological disaster, linked to extreme worry about current and future harm to nature caused by human activity and climate change.

Researchers use the term “eco-anxiety” to describe chronic or severe anxiety related to humans’ relationship with the environment.

Eco-anxiety can increase stress and lead to burnout. Image: Getty Images

This type of anxiety can be derived from the awareness of a rising risk of extreme weather events, losses of livelihood or housing, fear for future generations, and feelings of helplessness.

The increasing number of environmental crisis issues are not only frustrating, frightening or shocking to some people but can become the source of constant anxiety.

They can also feel guilty or anxious about the impact of their generation on the environment. For the most part, it is said to affect young people.

However, it is also likely to impact those working in sustainability, regardless of their age bracket. These emotions can result in leaders feeling increased stress, overworking to meet objectives and then experiencing burnout to a point where they find it hard to get back up again.

Keep going

There are some simple, practical ways how to keep the spark alive. The key is to find what works for you and be conscious about keeping it on your agenda.

The emotional attachment to what you are working on can make you more involved and prioritise the big mission over your own self-care.

Disconnecting from work and taking part in non-work-related social activities can be more difficult for impact-driven entrepreneurs and employees.

Establishing a work zone area can help if you do not have an office or work remotely. In addition, when you finish for the day and close that door or shut down the work computer, it is best to leave the work in that room or space.

A great way to escape a vicious circle of being constantly at work is to schedule time for yourself.

Taking time off is just as important as working. Image: Zach Betten, Unsplash

Taking time off is arguably just as crucial as working. It enables you to recharge your batteries so you can come back the next day pumped full of energy with renewed enthusiasm.

Being available 24 hours, 7 days of the week is not sustainable regardless of your reason for burning the candle on both ends.

Setting boundaries and knowing when to say ‘no’ is essential in avoiding burning out. Committing to more than we can handle is increasingly common as we as humans want to live up to people’s expectations of us.

Another thing that may help you when it comes to leaving work behind is if you have a hobby that takes your mind off from your to do list.

Be empathetic to others and yourself

Having a mission is not always enough to keep up motivation, although creating a safe and supportive environment will see you, your team and the organisation thrive.

According to a study from 2020 carried out by Kronos HR specialist company, employees are calling out for empathetic leadership to combat burnout. This is likely to still ring true, even in the post-COVID-19 working environment.

To stop putting so much pressure on yourself and understand that you are a human being could be a significant step toward lowering the risk of burnout.

It is okay not to be perfect and not get every single task done perfectly.

More research has found perfectionism and burnout often go hand in hand. So trying not to sweat the small things can prove to be valuable.

Being conscious and addressing burnout will help you find coping strategies, and even if you find yourself in this state, you may come back a stronger leader without considering it a defeat.

This mentality applies to managing your team, so dealing with burnout can become part of your culture and help you achieve your goals while working towards your mission together.

Headline image: Getty Image

This content is a piece of an article originally published in the "Make change happen" issue of Profit with Purpose Magazine.

The Summer 2022 edition of the magazine is focusing on making cities sustainable and inclusive, and is available here >>>

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What makes changing the world so difficult?

Sinead Connolly — Thu, 30 Jun 2022 17:02:24 +0000

What makes changing the world so difficult?

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Despite having the evidence and realising the need for change to address the grand societal challenges of our time, it is still not happening at the pace and scale you would expect. But why?

You can put together a long list of why making change happen is difficult. It is complex and requires more data, discussions, planning, resources, and so on.

But one of the simplest and most overlooked reasons is that in order to change the world, we need to first change on a personal level. And this is more complicated than it sounds.

Before even moving forward to explore the nature of change, we should take a step back to understand the term better. Based on the definition of Addison-Wesley (1991), Change is situational, like a new boss, a new team role, a new policy. While Transition is the psychological process people go through to come to terms with the new situation. Change is external, transition is internal.

Therefore, whenever we are talking about personal change, we need to look at the process of transition.

We deal with infinite changes throughout our lifetime, which can be great or small, anticipated or unforeseen. Whether positive or negative, any transition may mean a period of adjustment. Accepting the new reality is even more difficult if it is unexpected or out of our control.

The whole process is problematic because it is a loss of the familiar, and our initial reaction can be one of shock and resistance.

In order to understand how people react to change over a period of time, we can draw on the expertise of the Scott and Jaffe Change Grid Model. Cynthia Scott and Dennis Jaffe developed this model and first introduced it in their article, ‘Survive and Thrive in Times of Change’ in 1988. The model, which has been attributed to psychiatrist Elisabeth Kübler-Ross’ Five Stages of Grief Model, shows a progression of four stages as people react to change.

There are different emotional reactions to each stages of processing change.

The reason for drawing a parallel between change and grief is because letting go of the old is experienced as a form of grieving. Another element to add to the mix of why it is challenging to start change.

The first stage of this model is Denial, which can take the form of ignoring the change, downplaying it or acting as if it will never happen.

The next stage, Resistance, is driven by fear of loss. In this phase, feelings of anger, bitterness and frustration will abound. People will resist moving forward as they don’t believe there is anything to gain from making a change.

Eventually, this is followed by the Exploration phase, when we have accepted that the change is unavoidable and new methods are finally explored.

Finally, the Commitment stage is characterised by a focus on the future and a pledge to the new mode of living/operating.

The above mentioned original concept developed by Elisabeth Kübler-Ross in the 1960’ has been adopted and further elaborated by change management practitioners to help leaders manage people while introducing changes in organisations.

The seven-phase transition or change curve is a valuable tool in the hands of modern leaders if they aim to deliver change, create a new status quo and engage their team along the way. This model can also be a powerful tool in understanding the ignorance and resistance to change regarding climate action.

Rather than blaming people for their inaction, we can look at ways to help them overcome the challenges associated with the different stages of transition.

Since the first humans walked the earth, we as a race have been adapting to and evolving to suit and shape our surroundings. Modern humans survived because we developed a unique combination of physical and behavioural characteristics, many of which other early human species also possessed, though not to the same degree.

As we mourn the many losses of the pandemic and face the uncertainty of the climate crisis, it’s natural to fear further upheaval or change.

However, whether we want it or not, change is the only constant and living a full life means accepting the challenges along with the celebrations.

Challenges offer opportunities for greater connections and growth; from that new vantage point, we can re-evaluate where we want to go.

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June 2022

Inspiring leaders with horse-assisted training

kiss.tamas — Thu, 04 Apr 2019 21:37:03 +0000

Inspiring leaders with horse-assisted training

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Leadership

How horses can help you to empower your team and become a better leader?

This learning by doing method is balancing experience based and cognitive learning. It's built on the ‘Gestalt-method’ which works with self-awareness through observations without any judgement.

This special training offers insights into self-awareness, effective communication and collaboration with a reflection on leadership skills, like no other learning experience.

Transformational leadership

Modern leaders need to make an impact and be able to manage change effectively. In order to navigate through challenges within a team and empower collaboration, leaders need transformational skills.

The horse-assisted training provides a unique approach that unleashes profound insights to deal with challenges, so you can improve teamwork and leadership skills at the same time.

"I didn't know what to expect as the whole concept of working with horses was so strange at the beginning. But I was looking for something different so I gave it a go," says Gary Corley, senior project manager at Evros, one of the top IT companies in Ireland.

He was assigned to lead a project with a new team in New-Zeland and didn't have much time to get ready, so he wanted something powerful to boost trust and ensure active collaboration right from the start.

"It turned out to be an extremely good day with lots of learning, fun and memorable experiences for all of us. Ever since we had this training there's a special 'bond' in my team."

Why horses?

Horses are herd animals with an extremely well developed social life and sophisticated communication abilities which makes them the perfect partners to work with and learn from.

The program is not about horse riding or horsemanship, therefore you won’t be sitting on a horse but interact with them from the ground. No previous experience with horses is necessary.

"They react in real time, in an honest way without second thoughts. Collaboration among horses is a matter of survival which means that they would only respond to powerful yet sensitive leaders who they trust," says Kieran Morrin experienced horse riding instructor and owner of the Country Cottage Stables where the training takes place.

This family-run yard is located close to Dublin and provides specially trained horses for these corporate training. The stable is surrounded by beautiful mountains and a spectacular view of Sugarloaf.

Collaboration in Action

Here you will find yourself in unknown situations where you can learn about your reactions and team dynamic. Questions and self-reflection will support participants to explore more about themselves, their perceptions, relationships and personal influence on others.

"This learning by doing method is balancing experience based and cognitive learning.

We are facilitating change through exercises with horses which inspire participants to find solutions in situations where they can’t rely on their usual routine," explains Marcell Szabó, a senior trainer and Professional Certified Coach, accredited by the International Coach Federation.

Szabó has over 10 years of professional experience in the business sector delivering leadership, collaboration, communication courses and more than 2000 hours of executive coaching.

"This unique programme is designed to address challenges related to business management and leadership. It provides an inspirational experience for leaders and teams, where you will walk away with tangible learning outcomes and feel re-energized", said Marcell Szabó, who has been working with numerous teams from multinational and medium-sized companies.

Many indoor courses are using fictive situations to encourage people to think outside the box.

Florence Irwin, Business Development Manager at SNP Communications is always eager to learn and attended many courses over the years. Despite her fear of horses, she joined a horse-assisted workshop focusing on collaboration within teams.

"I believe in life long learning, still after a while it's hard to find courses that would go beyond knowledge-transfer.

I got really excited when I learned more about this training and wanted to see for myself what makes this different.

I started to worry the day before the course about how I'm going to react and what could I possibly learn from horses? I have to admit that I had serious doubts but my curiosity won.

It was straight to the point, no fluff, just pure learning experience. One that I will remember and integrate into everyday work. It was months ago and I can still recall every element of the training.

Working with horses really emphasised the need for awareness, feedback and active communication in successful collaboration," Florence Irwin shared some of her experiences.

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April 2019