Five Practices for Five Mind Shifts to Develop Your Sustainability Mindset

As the economic gap between rich and poor widens, as human consumption and lifestyle continue to negatively impact the environment, as all this continues to drive social unrest, you may think, “how can this be sustainable for the long run?” The short answer is it can’t. In the past, people may have turned to the government to address such looming problems with global, if not existential (in the immediate present) impact. However, as bipartisanship grows, trust in government is shifting to business leaders to take the lead in addressing world issues. For business leaders to be prepared to step up to the challenge, the entire mindset around business—immediate gain prioritizing shareholders—must shift to a sustainability mindset.

What is a sustainability mindset?

There are four principles and benchmarks that comprise a sustainability mindset: an ecological worldview, systems thinking, emotional intelligence (EQ), and spiritual intelligence. This is not spiritual in the sense of faith or a specific religious doctrine, but the idea of centeredness around purpose, oneness with nature and mindfulness. Ecological worldview goes beyond caring for the environment, although that is part of it. An ecological worldview is a cornerstone of building a culture that is equitable and sustainable. It embraces personal narratives and lived experiences as the foundation for inclusion. Systems is a “both-and” mentality that drives short-term gains but not at the expense of reaching toward long-term planning. It acknowledges the interconnectedness of environmental, social and governance needs. The first step in shifting to a sustainability mindset often starts with emotional intelligence, the ability for leaders to reflect, to hone their self-awareness, which drives space for creative innovation.

The good news is that, as our research shows, a sustainability mindset, critical for leaders to be prepared for future leadership, can be learned and developed.

The Research Project

In 2016, Mercedes Martin & Co. undertook a research project, Humanizing Social Sustainability: Seen, Heard, and Connected, where we conducted a multi-disciplinary literature review and interviewed over 20 senior leaders. representing a wide range of expertise and perspectives, across 16 industries in 5 countries.

The interviews explored how the leaders define, envision and practice socially sustainable leadership. We discovered leaders expressed feelings of fear, anxiety, and loneliness. In particular, they expressed concern that if they talk candidly about social issues, they would make a misstep that could hurt their reputation or the organization’s brand.

And yet these leaders persevered. Exploring how they did that led to the development of the Five Practices and Five Shifts, which are the foundation for the transformational mind shift needed for leaders to drive thriving and sustainable businesses of the future. Six years later, through and post-pandemic, we hear the same concerns, albeit with heightened urgency. In our continued work with global leaders throughout the pandemic, we found that the need for transformation has become more critical, not only in how we lead but in the process of transformation itself.

Here are the five practices and shifts to drive organizational change into the future:

1.  Practice self-reflection, to shift from lens to mirror work.

The leaders cited that their journey to organizational sustainability often began with work on their own personal growth and change. Fueled by a desire to champion sustainability initiatives within their organizations, they saw the need to begin with self-inquiry, a process that allowed them to see how their mindset, decisions, and actions impact their organizations and the larger community. This greater sense and appreciation for our interconnectedness — or what one interviewee coined as a “sustainability mindset” — was a common theme that emerged from the data. (lIsabel Rimanoczy – Convener – LEAP – PRME Working Group on the Sustainability Mindset | LinkedIn

2.  Practice cultivating safe spaces for teams to navigate uncertainty, to shift from masking to practicing & rewarding vulnerability.

Leaders expressed feelings of anxiety, loneliness, and fear around making any missteps when spearheading change strategies & initiatives within their organizations. We learned that leaders seek safe and brave spaces to address the hesitancy that often prevents them from taking risks. This risk aversion serves as the ultimate roadblock to leading transformation across their organizational ecosystems.

3. Practice building trusting relationships, to shift from tribal & transactional to trusting and human-centric relationships.

Leaders illuminated the important linkages between sustainability, equity, and inclusion, particularly after reflecting on their work to appreciate what they’ve learned and where they are moving the needle. Leaders realize that their failure to create an inclusive and equitable work environment can weaken their organization’s economic sustainability and overall performance. In contrast, conscientious leaders who view equity and inclusion as integral parts of sustainability are better able to see how their organizations fit into a broader economic, political, and social context.

4. Practice aligning short-term gains and long-term impact, to shift from reactionary urgency to an infinite mindset and flow.

Relying only on profits as a measuring stick for organizational success is insufficient in a VUCA world. As one leader emphatically stated, “A profit motive is not enough—it doesn’t excite, it doesn’t engage, and it is not going to create organizations that sustain over the long term.” To thrive, the leaders we interviewed underscored the importance of balancing short-term gains with long-term impact by adopting multiple bottom lines framework to guide their decision-making processes.

5.  Practice convening alliances and social networks, to shift from rewarding individual contributors to collective impact.

Leaders’ commitment to social sustainability, equity, and inclusion often required them to venture down a sometimes lonely path with no clear roadmap. Building strategic alliances among internal and external stakeholders is necessary for expanding influence and effectuating systemic change. Such collaborations can be instrumental in facilitating and accelerating the sharing of knowledge and resources needed for effective sustainable leadership.

To adopt a “sustainability mindset,” leaders need to take a deeper dive into understanding how their social identity and lived experience influence their leadership style.

This exploration allows for a closer examination of how an individual’s mindset, behaviors, and attitudes can facilitate or impede sustainable, equitable, and inclusive leadership practices within an organization. A combination of effective executive coaching, customized assessment tools, and immersive learning experiences will move leaders beyond awareness-raising and motivate them to shift their perspective and mindset while engaging in behaviors and strategies that promote sustainability, equity, and inclusion.