Reflections on moving to a Net Zero culture

This article emerged over a few days I spent on my own in Dartmoor recently. It was inspired by the wind and the water.

My starting point comes from a recent Net Zero Nation event where the desire to make progress and make it fast came through very strongly. One conversation was in regard to cynicism from employees in the organisation

There's no point recycling because it all goes to landfill

Another conversation was from a business owner who had started doing his carbon accounting but wanted to know how to embed Net Zero in his business. He wanted to know how he could make tackling the climate crisis second nature for his employees.

How do you create a Net Zero culture?

This raises a few questions and reflections:

From my system thinking experience I know that you cannot create a culture directly. Culture is an outcome of how people behave within the organisation with a responsibility for leaders to role model the desired behaviours consistently.

This is the only way to counter cynicism. Cynics who are vocal are a great opportunity because there will be others who are silent. Tackling the causes of their cynicism can turn them into enthusiastic advocates over time (as well as persuading the silent cynics).

When I think of an employee becoming a Net Zero advocate I think of two aspects:

i) they need to be inspired to act

ii) they need to believe they are permitted to act (and that it doesn't put them at risk)

This leads to a question

how can your organisation nurture a Net Zero culture?

Inspiring employees

In a traditional, hierarchical organisation, inspiration comes from having a purpose and values that are shown day in, day out by the leaders from the Managing Director downwards.

When done badly this is fertile ground for cynicism. The employee (often a senior leader) whose behaviour goes against the values is not challenged or, worse still, is promoted.

One opportunity to demonstrate commitment to values and purpose very strongly is by choosing not to pursue a business opportunity with a client that conflicts with either the purpose or values.

Showing vulnerability by getting away from business and sharing personal stories helps immensely. For example, having a senior leader who has decided Net Zero matters answer the question

Aside from the business, why does Net Zero matter to you?

Of course there are sound commercial reasons (winning bids, building a positive brand, attracting staff, complying with legislation) as well but it is the personal stories that move people.

Creating a culture of permission

Employees have different relationships with their job. The main purpose of their job might be to provide an income. It is always important of course but for some employees, what they are doing and why can be of even greater importance. If the main purpose of their job is income then job security may well be critical. Anything that puts their job at risk, therefore, is to be avoided.

The existing business culture may be authoritarian or 'command and control' which doesn't value individuals acting on their own initiative. Alternatively it may give employees freedom to act on their own initiative. Most businesses are, of course, a mix of the two and will consider other factors such as the nature of the activity and the employees' capabilities.

My exposure to the natural world whilst walking in Dartmoor has shown me some connections that have given me an insight on employees and permission.

Winter is often characterised as a season which is quiet as many plants and animals slow down or hibernate.

However, the wind and the water were far from quiet, with storms breaking dead branches and more and the water's winter power showing itself as the river forced its way through blockages.

This put me in mind of how change can be sudden and powerful as well as slow and gradual.

What is the most powerful belief?

What is the one belief that inspires employees to act, blows away the cynicism and gives them the reassurance that taking action will be welcomed and will not put them at risk?

I encourage you to reflect on that question yourself. You may find your own insights emerging as you give yourself space and time to reflect in the natural world.

The belief that makes all the difference is to believe in yourself.

To trust your instincts and to respect yourself. Our culture encourages people to think they are not enough and that they need to improve themselves and to work on their weaknesses.

This is something I have worked on over the past few years. Changing career to become a coach was challenging and gave me a simple choice

Do I want to believe in myself?

In one way it was easy because I did not want to go back to where I was before.

It has taken me time to fully embody that in how I show up in the world and the workplace. For example, I have had to learn how to value my contribution by speaking up when it hasn't been valued (usually without this intent). I used to keep quiet and either try to ignore the feelings or think my way through how to address this or avoid this in the future.

How does this help grow your Net Zero culture?

In a culture which encourages individuals to believe in themselves people share ideas and contribute freely.

They speak up for what they believe. They welcome dialogue and challenge as it is a route to better ideas. They celebrate an idea that evolves rather than getting defensive when their idea is challenged.

They enjoy their work, it plays a meaningful role in their lives beyond just paying the bills and funding their lifestyle. They are positively engaged.

So the question now is

How does your organisation encourage your employees to believe in themselves?

In keeping with the theme of this newsletter, this idea is not part of mainstream thinking (at least in my experience).

Imagine for a moment if an organisation chose to make this part of their way of working and it was fully reflected in their strategy, processes and day to day decision making.

What impact would that have on their effectiveness and impact?

Janine Benyus, the co-founder of the Biomimicry Institute, said about regenerative cultures:

Life creates conditions conducive to life

Isn't truly believing in and trusting yourself where this starts?