Continuing my series of posts exploring the topic of sustainability – of our organizations and the larger world in which those organizations exist, today’s post examines the internal factors that enable an organization to be sustainable over time. Something that, over the last ten years, over 50% of the companies on the Fortune 500 list have failed to do.
In my next few posts I am going to explore the question of sustainability – of our organizations and the larger world in which those organizations exist. The topic is big – and this will only be a brush. But I hope that these posts might give you pause to ponder – what should we be doing to create vibrant organizations that are sustainable over time – not via brute force or domination but through the synergy of being in tune with their external environment, honoring that environment (both social and environmental) and existing in a harmonious ecosystem of give and take, change and adaptation, growth, decline, and rebirth.
Today’s post is about a way to measure sustainability using a framework called the Triple Bottom Line. Subsequent posts will examine the internal factors that enable an organization to be sustainable over time, and then the notion of “constructive capitalism”, a way in which companies can create enduring, meaningful and sustainable advantage that also benefits society.
So… about that Triple Bottom Line…
I love images that paint a compelling picture. And so when a speaker on gender in the workplace talked about women and leadership, and explored the underlying reason for the disproportionate number of women in high leadership positions as a combination of both glass ceiling and a sticky floor, it resonated.
Well, I’ve done it. I always had dreams of writing a book – and today I’m thrilled to announce that it is available on Amazon. It’s taken longer than one would have ever dreamed, been through more edits than I could have imagined and more changes than Indiana weather in spring! But it is here.
So what is it?
I had to chuckle when I heard the news story about the legislators who, with good intentions, prohibited the sale of kegs of beer in their college town and, as a result, made the problem they were trying to solve even worse. This is a story of unintended consequences, a peril each of us faces as we implement changes in the organizations we lead.
Can bystanders add value to a team? Can you detract from a team even though you are leading? Can taking an oppositional stance benefit your team? In today’s post we explore the four different actions you can take on a team – and how they way in which they are expressed makes all the difference in the results you achieve.
There are many life and leadership lessons to be learned in nature – both in actuality and in metaphor. One occurred in my yard this week.
At no time is communication more important than when a change is occurring. Today’s post, by Myra Cocca, will help you tailor it to the needs of your audience.
In honor of Women’s History Month, today’s post shares stories of a handful of inspirational women with some lesser known facts and lessons learned – that inspire me. Hopefully they inspire you as well.
Today’s post is from Marilyn J. Smith, the founder of Consensus Building Partners. She uses consensus-building, facilitation and project management skills to help clients take informed, integrated and creative action. And she describes here, how her professional choices have become more anchored, and her actions more effective, due to a decision to work differently.
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