Think you’re a sustainable leader? Ask your team.

Most business leaders believe they’re doing a pretty good job when it comes to sustainability. However, there is quite a gap between how well leaders think they’re doing and how employees perceive leaders’ success in this area.

This difference of opinion matters because it prevents companies from deeply engaging people with a culture of sustainability. It also prevents us from turning sustainability into profitability. When executives and employees agree on the organization’s sustainability performance, the impact on financial performance is significant – Accenture’s Shaping the Sustainable Organization research finds that profits are boosted by an incredible 13%.

Three areas where leaders and employees may see things differently ?

Let’s have a look at three core areas where many leaders feel they’re on track to succeed – but where employees feel there is still work to be done.

• ?Planning: 68% of executives say they’ve developed a robust sustainability plan. However, only 21% of employees think their organization’s commitment is thorough enough.
• Measurement: 69% of execs say they track progress toward sustainability goals. Only 34% of employees think these goals are realistic.
• Management: Nearly three-quarters (72%) of leaders say their management practices promote sustainability and financial performance. But just half of employees (50%) say they’re encouraged to think about stakeholders in daily decision-making.

How to bridge the consensus gap

Our research confirms that many leadership teams have yet to fully commit to engaging with and learning from the people they are trying to help and influence. Sustainability can boost profitability in many ways, from increasing customer loyalty to improving employee productivity. However, that only happens when everyone is on the same page.

To unlock the potential of sustainability, leadership teams need to understand what really matters to employees and wider stakeholders. They also need to build these perspectives into everyday decisions and processes.

So, what’s the best way to do that? Open communication, transparency, and accountability are fundamental. Providing equal opportunities and supporting employee growth matter, too. Delivering financial value that is aligned to positive environmental and social impact only happens when execs and employees agree on sustainability performance.

Three key areas to focus on:

1. Diagnose. To assess how well equipped your organization is to?create value while leading with values, check out the Sustainable Organization Diagnostic.
2. Define. Identify how to boost stakeholder alignment and who can make that happen. Ask investors, customers, and employees for ideas on how to meet sustainability goals.
3. Design. Put together a plan for change that includes clear goals and rewards. The plan should be completely transparent, highlighting what’s working well – and what isn’t.

If you can address these areas, you’ll be better equipped to build a more sustainable organization – and your employees are more likely to feel that you’re succeeding.

Check out the Accenture website for more from me on the topic of sustainability:

Three ways to power sustainable change with your people

The modern CEO is a sustainable CEO

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