Confronting the uncomfortable is a sensitive process
The need for sustainable change is widely recognized. Targets and processes are being changed, a variety of sustainability themes are on the agenda, the Corporate Sustainability Reporting Directive (CSRD) and the Corporate Sustainability Due Diligence Directive (CSDDD) are in place, reporting is being improved, performance monitored. Simultaneously we notice that these external and systemic approaches are not producing the necessary speed of transition. Results are limited to relatively superficial leverage points, where changes are often measurable but limited in their long-term potential. The most effective intervention points are elsewhere: deep within us. Or as formulated by a participant in the Discomfort in the Boardroom project (a predecessor of the current Enhanced Governance project): ‘It starts with the individual board and supervisory board member. With you. With me.' Relatively small changes in mindset and paradigm can lead to relatively large changes in the outside world. A broadening or deepening of perspective leads to different considerations and decisions that filter into, for example, objectives, feedback mechanisms and remuneration structures.
But how to achieve this?
The ecological and social reality is compelling and should provoke reflection. Leaders are called upon to think more fundamentally about the way they live their lives and the connections they build with others, with nature, and with the future. Is what I am doing correct? Is it enough? Answering these questions is imperative for setting a company's direction and laying the foundation for responsible leadership.
Directors and supervisory board members reflecting on their personal values and legacy inevitably experience discomfort. Confronting the need for an update of one’s deeply embedded own truths is uncomfortable. And essential.
Confronting the uncomfortable is a sensitive process. That is why, in the Enhanced Governance project, we work in safe, confidential communities of practice. To accomplish the economic transition, we need exploratory thought and a different focus. As another participant formulated it: ‘We need more commitment and creativity in steering, managing and supervising. We need to deal with the unknown, with fear, concern, and how-should-that-be-done. Only then can we move forward.' Such a community provides an intervening space where we engage and develop tools to do this. Besides researching and assisting with shaping this process, my role is to facilitate interventions, whereby themes become more personal and participants can be questioned in a deeper, non-cognitive way. It is where you do not have the answer that new things can emerge.
Embrace the discomfort
Precisely the uncertainty and tension of the transition allow leaders an opportunity to sharpen their vision and strengthen their organizations. It takes courage to revise your own beliefs and routines and embrace a new reality. This is how room for the new is created. Embracing personal and business discomfort is part of it: it is the starting point for new possibilities, deeper connections and innovative solutions. And it starts with a small step, deep into ourselves. Into myself. Into yourself.
This essay was published in Management Scope 10 2024.