What do you do if your boss opposes your CSR initiatives?

I would ask her/him whether they had been in a similar CSR situation before. If they had, then I would do my best to explain how this CSR situation is different from their past situation. Then I would talk about not only the benefits of this CSR but also any downside aspects such as raising the funding or taking time away from other tasks. If my boss has not been in a similar CSR situation before, then I would try to understand her/his concerns and address them. I would ask close colleagues to talk with the boss about why they consider the CSR proposal a good activity. Finally, I would approach my boss peer group and seek their support for the CSR activity and ask those who support the activity to share their positive views with my boss.

Una organización sostenible en el tiempo y de vanguardia necesita entender que estamos en un cambio de era, en una redefinición del capitalismo, que transiciona hacia una economía regenerativa o del donut de la economista Kate Raworth. No hay crecimiento si no hay transformación, no sólo tecnológica, que no deja de ser una herramienta, el verdadero cambio debe rener impacto en lo social y lo ambiental para lograr ser una marca líder

It's a space for communication. Sometimes, the reasons may include a lack of awareness regarding the positive impacts of CSR initiatives or a misunderstanding of the benefits they bring to the business. Therefore, a presentation featuring clear cause-and-effect examples, relevant metrics, and business cases connected to your specific circumstances would be beneficial.

CSR initiative is bigger than the Boss, so Need to convince the Boss of the importance of CSR. However, we need to understand the reasons for the boss's reaction and communicate the benefits of CSR innovation and the purpose of moving forward and act.

Recognizing your boss's perspective is paramount when advocating for CSR initiatives. By actively listening and identifying their concerns regarding costs, alignment with business goals, or lack of information about CSR benefits, you can tailor your approach accordingly. Addressing objections directly and presenting evidence of long-term benefits, such as brand reputation enhancement and customer loyalty, can strengthen your case for implementing CSR initiatives effectively.

CSR cannot longer be considered as a foreing or sales strategy. When the company reduces this wide concept to this is loosing a fantastic oportunity of reducing the environmental impact, but also the resources consumption, increasing social impact by training new generations in equal educational oportunities, and contributing to economic development of the society and the company itself.

Una estrategia de sustentabilidad con responsabilidad social corporativa no es filantropía, es una herramienta de generación de valor para la compa?ía, para inversionistas, empleados, aliados estratégicos, cadena de valor, gobierno, asociaciones de la sociedad civil... por tanto, seguro será de interés para otras áreas de la organización

Crafting a persuasive business rationale for Corporate Social Responsibility (CSR) initiatives involves showcasing how they can yield substantial value for the organization across various dimensions. These initiatives not only mitigate risks but also embody social values, enhance brand reputation, and confer competitive advantages.

Cada vez más las empresas deben dejar de pensar en estas iniciativas de responsabilidad social corporativa como un accesorio y enfocarse en considerarlas como uno de los requerimientos intrínsecos en el negocio. En muchos casos forma parte de las exigencias de las normas internacionales que implica que las compa?ías revelen información relacionada con la Sostenibilidad. Pensar que a una organización no le toca ser socialmente responsable y dar cuentas ante sí misma, sus partes interesadas y el público, ya no es una opción. Este es uno de los muchos pilares que construyen la reputación corporativa.

To align the CSR goals with the company's strategy, these should be realistic and consider all the posible factors in the study. We cannot consider a solid strategy without taking into account the economical, social or environmental impact. This was already included on the first EFQM standards in the 2000's. Nowadays, reducing everything to an economical point of view should be lead to the enterprise's end due to a change of legislation, R+D developments from our competitors and many other factors.

La recomendación es conectar la gestión de CRS a tres elementos: 1) Riesgos, 2) Innovación y 3) Impacto financiero. Al conectar estos tres elementos con la estrategia de negocio aumentará las probabilidades que la alta dirección entienda el valor de desarrollar prácticas que fortalezcan la gestión ambiental, social y de gobernanza de la organización.

Una buena parte del valor que genere la inversión en CSR y sustentabilidad se va a capitalizar en grupos de interés, por eso es importante tener en cuenta la estrategia de comunicación en el storybuilding y en el storytelling, para generar un círculo virtuoso que multiplique el valor

Un piloto en cuantificar la gestión de temas ASG con su impacto financiero, puede ser una buena alternativa para convencer a la alta dirección sobre el valor de contar con prácticas de CRS.

As a CSR expert, my professional proposal for a pilot project would prioritize: Risk Mitigation: Highlighting potential risks and associated costs to the company if unaddressed, demonstrating a proactive approach to mitigate issues before they escalate. Realistic Timeline: Outlining a feasible timeline and scope aligned with available resources, ensuring minimal disruption to core operations while delivering measurable outcomes. "Never force something that will come in due time."

Have an open conversation with your manager to ensure you have mutal understanding on the Business Asusal activities that are your primarly tasks are not impacted and be transparent to highlight your interest passion and the contribution you will be making for CSR activity what motivates you to do and impact that you would creating being part of CSR.

I consider I might be wrong and my company is right - an option you don't even suggest. Your whole approach is an attempt to disrupt the line of autnority within a company. Absurd and worrying.

In reference to CSR in India as mandated by Law. CSR initiatives by the Company has be approved by the CSR Committee of the Company as per Law. If they are not implemented as per agreement with the CSR implementation agency, the CEO/CFO can get into trouble. So who is the Boss here ?

I would love to see boss perspective while persuasively and gentle remain him about the key messages that company need to highlight. My perspective could be not better than him, but simple adapt tge rule of 7 habit effective people, understand to be understood, we could find better way to propose as a team. Just remember CSR is about the company. And trust it will be fun to listen, to discuss and to find better approach to progress the CSR program by the whole team. Budget is the main objective to return the investment as expectated by the management.