Positive Impact Blog

Thought provoking insights for change makers


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Anybody can contribute to the mindset shift that is needed to create a positive impact!

We know that it takes an enlightened leader to reposition an organization to provide also value for society and the planet. And we also know that there aren’t enough such leaders. However, latest research shows that there is hope: any engaged employee can increase their changemaker potential by inviting external stakeholders to traditionally internal decisions-making meetings. The current digital meetings are a great bridge for this. Learn here more about the magic of external stakeholders in triggering the organizational mindset shift towards creating positive value.

What lesson does COVID-19 crisis have for business?

Covid has shown us how important it is for organizations to become resilient. There is one guaranteed way to increase your resilience, and that is by orienting yourself to the burning challenges that society and the world face today. Pioneering organizations do this by matching their core competencies with these challenges in order to develop new business models and revenue streams for their business. This requires you to create value, no longer just for your shareholder, or even stakeholders, but to think beyond the existing markets and clients to think broader. The question becomes: How can you as an organization with all the competencies, resources, and capacities you have contribute to solving societal and environmental challenges that are out there?

How do leading positive impact organizations accomplish this?

The pioneers show that in order to transform from a traditional organization to a positive impact organization, there are two predictors of success:

  1. an enlightened leader, meaning somebody who gets the benefits of contributing value to society beyond just looking for creating value for your business, and
  2. an organization that is capable to work outside of its business boundaries, as effectively as internally. I call this the co-creative organization. In addition to managing your business internally, you need to learn how to be co-creative outside, and not just the CEO, but actually many people in your organization.

So that’s why I talk about two mindset shifts: 1) one of the leader who needs to shift somehow the purpose of the organization to want to create more value than just for shareholders. And 2) the mindset shift of the organization where suddenly a sufficient number of employees in the organization learn how to work creatively outside of their boundaries and make sense for their own organization out of it. This external fluency is an entirely new expertise that typically doesn’t get developed in business schools.

But there aren’t enough such leaders, are there?

Indeed, there are unfortunately there aren’t enough leaders. But our research offers great hope. Since it takes two things, the leader, and a co-creative organization, I have some ways to make sure that your organization can become co-creative. Even if you don’t have an enlightened leader, at least you now have one of the two success factors. And we have seen that process of becoming co creative co creative becomes a mindset shift trigger for the CEO. By engaging in the practices to become co-creative, there is a transformation. Even with the leader so you may have initially a leader who doesn’t get it.

Are you saying anybody can bring about change?

Indeed, we are calling them intrapreneurs or change-makers. It could be the head of sustainability, the head of strategy, head of innovation, who says: «Hey, we’re going to bring in such new practices».  In addition, there is a younger generation, an amazing amount of changemakers that are already kind of intrapreneurs that are ready to bring in a lot of energy, new thinking and dynamism, to be the changemakers that can bring in that that can work on that co-creation part.

But what would such a change agent do?

There is a method for turning a traditional organization into a co-creative one. There is a specific way to bring in external stakeholders. I call them Collaboratory events. The change agent invites constructive external stakeholders and together with them the company participants develop a solution to a problem that is out there. In that one-day workshop, particularly if you have the CEO present, our research shows that something happens with people. Exposure to different thinking, arguments, ideas, perspectives opens your mind. And sometimes, the little opening that happens triggers a mindset shift. A mindset shift is nothing else than an expansion of mind. The key to the organizational mindset shift is all about creating triggering incidents where participants minds expands. There are specific proven processes for this. My book «Five Superpowers for Co-creators» is all about it.

So what do you suggest for changemakers out there?

If you have an appetite for helping your organization to identify what are the positive opportunities in there and get together with the innovators and the strategists in your business together, what you need to do is to find a professional facilitator, ideally somebody trained with the SDGXCHANGE methodology, and organize a multi-stakeholder meeting. You pick a day, invite some external stakeholders and a diverse range of your work colleagues – new and long-time serving your organization, all ages, genders, backgrounds and skills. And together with a skilled facilitator, the group has a conversation about what could be the positive role or contribution of your business to address these issues out there. This is what it would mean to put yourself on the «offense» team.

Take-away message

Even if you work in an organization that currently isn’t focused on creating a positive impact for society and the world, and your leader doesn’t necessarily get the importance of such an orientation, there is something you can do: find ways to bring in external stakeholders to your next meeting you have in your department. Any meeting that benefits from a broader perspective and new ideas will be perfect for this. With this simple act, you will start broadening the mindset of your colleagues and help position your organization for a mindset shift. Be surprised with how the positive benefits start to spread in your organization.

If you need help in how to go about this, feel free to reach out to me katrin@katrinmuff.com.


Leadership vs. Citizenship

Re-defining the word in the 21st century context

Who is a leader in the context of the challenges in the era of the Sustainable Development Goals (SDGs)? Business leaders, government leaders (speak politicians), non-government activist, social entrepreneurs, parents, or maybe all of them? And how do we define if somebody is a leader? Leaders have long been associated with organizational roles they hold; in a company, the CEO may be a leader, but not an accountant, salesman or marketer. But does this assumption still hold true in times where courageous action and responsible behavior is expected from almost anybody at any level of any type or organization, including at home?

Kathy Miller in her recent blog suggests that leadership entails “seeking solutions to wicked problems most always through collaboration with others”. She also reflected on how few true leaders there are on her horizon. Her definition suggests a much larger field of action of a leader than previously considered. When I went to business school in the early nineties, things were still clear. A leader is in charge of managing his company. Period. Ever the Rio Conference on Sustainable Development in 2012, it has become clear that business is expected to deliver far beyond only satisfying internal needs, including those of employees and shareholders. Having included external stakeholders in selected consultation has become a fashion since the start of this decade. And yet, the SDGs introduced in 2015, take the stakeholder engagement perspective even a step further suggesting that business may need to operate far beyond its current set of stakeholders.

I entirely concur with Kathy’s definition of leadership. Even a traditionally defined leader, a person who holds a top position in an organization, is expected today to not only manage her business, but also to engage with players in a growing ecosystem that represents the trillion dollar business opportunities of engaging in solving burning societal and environmental issues. For this, we need to replace the outdated idea that leadership is attached or connected to a specific role or position. Everybody, in every position and role of an organization, no matter how small, needs to embrace the responsibility to seek solutions to the “wicked problems” as Kathy suggested. Is that realistic or even necessary?

At BSL where I work, we see how demanding self-organization is on individual. Self-organization demands a high degree of personal responsibility and emotional independence to allow the organization to thrive. But that is not a realistic expectation. There are many people who for various reasons do much better in an environment where they can rely on emotional support, political support, and a bit of clarification on priorities from somebody better apt at defining these. We have learned the hard way that personal responsibility is not something that can be expected or necessarily developed in a person who is not open to this. We all have effective defensive systems that prevent change and development. Often for good reasons. So what does that mean?

I suggest that the word leader needs to be reinterpreted. Rather than being reserved to those holding a specific role or position, it should be used for those exceptional individuals who have the capacity, energy and competence to build on a high degree of personal responsibility so that they can not only do their day-job but can find synergies between what they do and what can help solve wicked global problems. Such people can be found everywhere, but – and this is a realization I must admit – they cannot be expected everywhere. They are exceptional human beings and I suggest that they fully embrace their responsibility as global citizens and can hence be considered as the 21st century leaders. Such a shift really means that we have come to consider Leadership as engaged Citizenship. And for this, we certainly need to adjust the way we educate such leaders in business and management schools. Or should they be called citizen-schools in future?

 

Photo by Ben White on Unsplash


Where are the Super Power Change Makers?

Since reading Katrin’s March blog on the Superpowers of Change Makers, I have been reflecting on leadership and what it looks like in these tense and polarizing times. I have been asking myself the following questions: Who are the heroic leaders for our times? Where are those superpowered change makers who can lift us out of the pessimism and malaise that leave us exhausted and paralyzed? I am eagerly anticipating Katrin’s book for inspiration as I am failing to find many of these superpowered leaders in my world.

Yet when I view this predicament with a different frame, I realize that perhaps I am asking the wrong questions. Instead of speculating on why more leaders don’t demonstrate these change-making skills, perhaps I should be asking myself how I can acquire these capabilities and inspire and enable others to do the same so that we can all make change. Indeed, Katrin pointed out that superpowers are not inborn traits. The “great man” theory of leadership which contends that leaders are born not made has been debunked repeatedly. With effort and courage, every one of us can become a change maker leader.

The quest to develop the superpowers is not for cowards! Most of us are proud of our strengths. Yet Katrin explains how these strengths can limit us when we take them too far. For example, I take pride in my ability to stand up for my convictions and live by my values. Yet taken to the extreme, the strength of my convictions could lead me down the path of close-mindedness and rigidity. To develop superpowers, I must entertain the potential dark side of my strengths. I must be willing and able to refine how I use my strengths to avoid overdoing it to the detriment of my effectiveness.

One of my coaching clients spoke of the “fully baked leader” recently. He seemed to be suggesting that there is an objective and limited set of skills and capabilities that one must acquire to become a leader. Yet in my opinion “fully baked” leaders do not exist. Those who believe that they have developed a complete set of leadership capabilities and have nothing left to learn, will never become superpower- charged change makers. To become effective change makers, we must commit to ongoing growth and development. We must deny that we can ever become “fully baked.”

Some of us who are not in formal positions of authority may be tempted to avoid the difficult path to developing superpowers. Perhaps we tell ourselves that change making is limited to elected officials, CEOs or others who head up organizations and institutions. I urge you to resist this line of thinking. Leadership is far more than filling a position. We cannot afford to fall into a victim mentality. Instead we must acknowledge that leadership does not require a title and refrain from using a lack of one as an excuse for doing nothing.

Leadership does demand bravery and the willingness to take risks. It necessitates our listening to and valuing diverse perspectives. Leadership entails seeking solutions to wicked problems most always through collaboration with others. It obliges us to always seek balance in how we use our strengths. It requires us to continue to seek development and growth. There will always be one more lesson to learn, one more hurdle to overcome and one more challenge to confront with grace and courage.


Stop making sense!

A special message to the 100 change makers of the Diploma of Sustainable Business of Business School Lausanne and the University of St Gallen IWÖ at the occasion of the first Alumni event in Zurich on April 28-29, 2018. #DASTeamRocks

By Katrin Muff, Co-Director of the Program

 

The early adapters are onboard and solid best practice examples are emerging. We have accomplished much in the past decade on bringing business and its leaders onboard to embrace the challenge to create a sustainable and just world, and to make it their business.

The Rio+20 Conference in July 2012 can be seen as a tipping point for the early adapters in business. More than 5’000 top executives gathered to envision how to scale their efforts towards sustainable development. Failing governments in the previous decade had led to shift the hope to business. With its innovation power and easy access to funding, business became the prime driver for a world “where 9 billion people live well on one planet”, as expressed by one of the business conveners, the World Business Council for Sustainable Development, founded 20 years earlier around the first Earth Summit in Rio in 1992.

What might be the tipping point so that the large crowd of followers will jump on the bandwagon? That is the one billion dollar question we have to address today. And for this, we – the convinced – need to change our attitude and our tone. Our voices were important to wake up, or shake up, the business community. And those who could hear us, did. But now, our voices need to reach those who weren’t buying into our arguments and who still remain skeptical or maybe also preoccupied by other significant other mega trends that shape the world.

The climate debate in the United States has clearly illustrated to what degree it is pointless to try and change somebody’s mind by providing seemingly convincing facts. The strong bi-partisan polarity experienced in the United States as a result of the election of the current President further confirms to what degree the only result of a well-considered argument is a counter-argument. We are challenged to let go of the polarity perspective of “I am right” and “you are wrong”. If anything, such attitudes – which both sides hold – simply amplify the gap to be bridged.

In some ways, we – the converted and convinced – need to acknowledge that we unintentionally do onto those we are trying to convert what we blame them to do to us. To ignore and reject a given point of view as invalid or worse ridiculous. Ever attempt we make to say “listen to this and you will finally understand” is an opportunity lost to create a true dialogue by first establishing a common ground. A common ground that includes both points of view, and doesn’t presume one is righter than the other. Only once we have established this common ground can we then engage in a dialogue where together both parties take the immense risk of exploring new grounds together. The risk is huge as it involves that we may end up in a place that is not the same from where we started, requiring us to enlarge our existing understanding and integrate further perspectives. Hence, broadening our worldview.

Integral theory call this neutral, higher or detached, space an “integrated state”. Such a state implies the ability to hold both one’s own and somebody else’s perspective with equal appreciation and respect. And this is no small challenge and not for the weak hearted. Try it at home or try it at work and you will see, how quickly you will step down from that “integrated state” back into the polarity of arguing that the way you see the world is right.

I challenge you, dear fellow converted change maker, to practice this new muscle in your mind and in your heart: adopt this higher neutral state more and more often, and every time a bit longer and with a bit more ease. It is the single best thing you can do if you want to create a positive impact in this world and contribute towards a better world. I know that you can do it, you have that capacity already built in, you simply need to remember it and train it again. I think that the deteriorating state of the world has thrown us into a polarity state where we could do no better than “knowing better” and preaching, pointing fingers, raising hands, highlighting, raising awareness and alerting others. They heard us, those we could reach we have reached. Now, we need to develop new pathways together with those preoccupied with other priorities on their radar to collaborate towards solutions that make greater sense to more people and institutions and that embrace more perspectives. By including opposing thoughts and ideas, better ideas and solutions will emerge. Collaborative processes have long demonstrated that – now let’s go the extra mind and embrace a new mindset, that of the integrator.

 

 

Picture credit: https://innovationleadershipforum.org/our-wisdom/mindset-shift/


Switzerland has published its CSR Swiss Action Plan

On the 1st April, 2015, the Swiss government has produced their report and action plan for Corporate Social Responsibility, suggesting how business should embrace its societal responsibility. The action plan on Business and Human Rights and the Swiss response to Special Representative John Reggie’s framework principles on Business and Human rights is envisaged for summer 2015.  The Irish Government is already a few steps ahead, they are now working on the Business and HR plan. The question is: is the plan good enough? Will it get us to a world where 9 billion people can live well and within the limits of the planet? How will we know? What do you think?

https://www.news.admin.ch/message/index.html?lang=fr&msg-id=56760


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Breaking Down the Wall Between Academia and Practice

Our current scientific heritage has driven us to fractionate knowledge and a deepened understanding within specific areas or disciplines. It has also led us to a society and organizations structured by functions rather than issues or challenges. For any school of the future it will be of fundamental importance to break these man-made and inherited barriers between interdependent and interconnected areas of knowledge and of society.

In order to effectively develop future-relevant research and establish the basis for practice-relevant education, the management school of the future will tear down the currently existing, yet unnecessary, walls between business and management practitioners and researchers. New research and educational priorities will demand the removal of current barriers between academics and practitioners, allowing free movement in both directions, e.g.:

  • A professor takes 2-years off [1] to work in a start-up in Somalia, or
  • An entrepreneur spends a 2-year executives-in-residence [2] sabbatical to digest and distill his professional experience

Business leaders, entrepreneurs, directors of NGOs, consultants and activists will be encouraged to join the management school for one or more years to digest and distill their experience as research from the work place.

More than anything, the management school of the future needs a comprehensive mix of educators and researchers with a wealth of experiences and backgrounds. Moving back and forth between reflective work at a management school and work in the action frontier of business and other organizational work is a critical success factor of ensuring high relevance of the faculty in their role as lead-learners in the educational and research process.


[1]           Kennedy School of Government, Harvard University

[2]            IMD, Lausanne


Research that plays an active role in business and society

The Management school of the future is committed to ongoing research as an important contribution to keep the school vibrant, exciting and relevant. The 50+20 stakeholder survey[1] shows that business and management research need to transform into future-oriented search that is designed and conducted with and written for stakeholders.

Research is re-oriented to become an enabler for many long-term societal targets (such as the Millennium Development Goals which set eradication of poverty targets or the climate change 2050 targets).  The management school conducts research that is multi-disciplinary, serves all stakeholders concerned with the resolution of an issue, and is designed and conducted in collaboration with these stakeholders.

Research involves a broad stakeholder base beyond managers and entrepreneurs to include societal stakeholders such as politicians and NGOs.  The significant problems of our time can only be approached through applied research conducted by multi-disciplinary teams[2]. As an example, developing solutions to climate change requires the whole of community response, new technology, government action and significant behavioral change. The ability to focus on the social and environmental impact of proposed approaches requires researchers with backgrounds across science, social science and health science disciplines. This will be imperative to develop effective solutions to global challenges. Our researchers become active players in business and society, collaborating with relevant stakeholders in the process of formulating and disseminating research questions.


[1]            50+20 project: Stakeholder survey (Aug 2011)

[2]            Adams C, A (2010) ‘Sustainability research in need of a multi-disciplinary approach and a practice and policy focus?’ Sustainability Accounting, Management and Policy Journal, 1, 1.


Inspired by Ken Robinson’s talk on escaping education’s death valley

A truly inspiring video worth sharing – Ken Robinson: How to escape education’s death valley. An important message for us all.

Ken Robinson outlines 3 principles crucial for the human mind to flourish — and how current education culture works against them. In a funny, stirring talk he tells us how to get out of the educational “death valley” we now face, and how to nurture our youngest generations with a climate of possibility.

Enjoy watching!


More critical voices on business education

Here’s an article in Bloomberg Businessweek that reflects greatly the many critical voices on business education, increasingly also from the mainstream business schools:

Is B-School Research an Expensive Waste?

Larry Zicklin, a professor at New York University’s Stern School of Business and a lecturer at University of Pennsylvania’s Wharton School and Baruch College’s Zicklin School of Business, says B-schools should put less emphasis on research, and students shouldn’t be footing the bill. Read More…


Big news in our small business school world: Sustainability moves up the agenda at business schools

Big news in our small business school world:

GRLI who hosts 50+20 becomes the armed wing of EFMD and AACSB to implement sustainability and responsibility in business schools:

FT.com featured this morning the announcement about EFMD / AACSB  supporting GRLI at:

http://www.ft.com/intl/cms/s/2/c87ed4a6-920d-11e2-851f-00144feabdc0.html#axzz2NsVrLm63