构建可持续发展的领导力行动

选拔与继任

激励

培养

变革型人才建设

团队效能

董事会和CEO们在选拔领导者时，应将可持续领导力潜能和相关经验作为关键考核指标。

将可持续发展纳入CEO和其他高管的目标、激励措施和薪酬体系中。

让可持续发展理念和领导力特质，成为领导力发展及历练的核心关注点。

在领导力和人才方面，进行长期突破性投入，包括设立新的岗位职能，或引入新的工具。

投资于理解高管团队的期待、工作重点及个性特点，充分发挥他们的集体智慧，为可持续发展效力。

Connect to the core

Drive for value creation

Engage the board

Get specific

Orient your sustainability strategy around your company’s core business and areas of current or future competitive advantage.

Begin with impact reduction but strive for goals that create added value both commercially and environmentally or socially by offering new solutions for entrenched problems.

Ensure the board has an active stake in setting priorities and a clear role in achieving them.

Translate enterprise-wide sustainability goals into concrete actions and measurable objectives that leaders and employees alike can feel in their day-to-day work

Measure culture and engagement

Center on your people

Tap into employees for innovation

Engage employees strategically

Go beyond typical engagement surveys and use advanced culture analytics tools to get a deep scan of how connected employees really are to the organization’s purpose and whether the right behaviors are manifesting in the organization.

Make “people” central to communications and engagement strategies; consider bottom-up not top-down approaches to mobilizing employees.

Ensure you are leveraging the diversity of perspectives and solutions that employees of all backgrounds, and across the networks, can provide.

Achieving strategic goals (sustainable or otherwise) is significantly harder without an engaged workforce. Pay particular attention to issues of diversity, equity, and fairness – and don’t fall into the trap of managing perception; instead, identify and tackle the root causes.