How do you convince sustainability skeptics to engage?

Trying to engage a cohort that probably won’t be inspired by an environmentally-oriented sustainability pitch? I regularly speak to politicians from both parties on sustainability issues—often on recycling topics. I have far more success in obtaining support and engagement when I focus my “why do this” on the “non-green” benefits of embracing sustainability. Strength, resiliency, efficiency, cost avoidance, etc. For example, instead of offering the “green” reasons to support a recycling project, I focus on the resilience and strength-increasing impacts. Describing how reclaiming valuable manufacturing feedstock strengthens local/domestic supply chain security and supports local job creation gets their attention—and often their support.

I believe that we need to be speaking in a language that 'speak' to them as this will play an important role during the buy-in. The language you speak to an academic, for example, may not be of use to a farmer in a rural areas. Find a way to relate to your audience.

As a start-up founder working in water/climate adaptation, this is a key issue I am facing. People who are not interested in Sustainability are no longer responding to the "doom and gloom" rhetoric used in the past. They want to understand how, in terms of numbers, various sustainability issues will affect them. We need to more creatively quantify both the opportunity held by sustainability investments and the risk (climate risk as operational risk affecting both invested capital and future returns). We need to talk about concrete actions people can take and how they will benefit. It takes creativity and empathy in order to understand what they care about and how we can position it through the lens of sustainability.

My team works in a manufacturing organization and a broader industry that requires tight operational efficiencies. This type of process and rules-oriented business culture needs to see business or process improvements to accept and implement change of any kind. For these reasons, the culture can be skeptical of even equipment changes—not to mention sustainability changes that might be perceived as “nice to have” from an environmental standpoint. Being able to communicate and demonstrate how sustainability investment and changes (e.g. energy reduction or efficiencies) reduce cost and create more stability in the operation is key to creating engagement and progress in this type of business environment.

There are at least 9 non-fluffy "business parameters" to form a Business Case for sustainability. - Risk management - Reputation strengthening - Resilience building - Resource efficiency increases - Compliance to regulation - Recruitment and retention - Revenue boosting (markets for responsible products are among the fastest growing) - Return increase - R&D stimulation Use these as main arguments instead of focusing on intrinsically motivated sustainability.

Companies often spread their resources too thin, preventing them from making meaningful progress. Thus, understanding what topics within sustainability are material for your company is an essential first step. It is wrong to think that all sustainability topics will have a tangible business impact; some are necessary to retain your license to operate, and some contribute to your intangible assets. Being honest about the benefits and costs and leveraging data will build your credibility and help you become effective.

It is correct and that is why without addressing the underlying logic it might be difficult to go further in any sustainability journey. Only moving from the traditional extractive model to a regenerative model you can move people towards full sustainability. The path is not easy, since it involves changes in many areas, from remuneration to benefits to the culture. Recognizing the trade-offs and the problems is the first step and as well reframe the problem.

Transparency and authenticity are key in sustainability efforts. Acknowledging challenges and engaging skeptics in constructive dialogue not only builds trust but also leads to better, more robust solutions. Admitting that sustainability isn't without hurdles shows that you're committed to finding practical, balanced approaches that work for everyone.

Indeed, many sustainability curmudgeons were once pioneering innovators who faced challenges and setbacks. Understanding their stories and actively listening to their experiences can be an essential initial step in addressing sustainability issues, in my opinion. Their insights can provide valuable lessons and help guide more effective and resilient approaches to sustainable practices.

If I'm running a Sustainability workshop I ALWAYS start by standing next to a blank flip chart page and ask why the audience should take Sustainability seriously. If someone says 'legislation', I write that down and ask "anything else". Repeat until the sheet is full and your audience will have sold Sustainability to themselves.

Sustainability (and climate change in particular) is a very emotive topic, and non-linear. It is key to avoid a binary mindset where one side is right, and one side is wrong. Acknowledge that not everything is known, the level of complexity, and how a positive step forward in one area may in fact cause a negative impact in another (e.g. biofuels accelerating deforestation, environmental damage of mining lithium and cobalt for electric car batteries - and let's not get started on the potential human rights impacts). Research shows that people react more positively to an individual human impact story rather than for anonymised populations, so try and identify what resonates with the person and make it personal (but in a good way!)

Building bridges with skeptics in sustainability is about fostering understanding and collaboration. By valuing their input, engaging in meaningful dialogue, and highlighting shared benefits, we can transform skeptics into valuable allies in the journey towards a more sustainable future. It's a continuous effort, but the rewards are worth it.

Supporting skeptics in their sustainability journey is vital. By offering education, resources, and recognition, we can help them overcome doubts and become active participants in our sustainability initiatives. Ultimately, this inclusive approach strengthens our collective impact and drives positive change.

When dealing with a prominent manufacturing firm the floor supervisors, crucial to daily operations, expressed reservations. They weren't opposed to sustainability as a concept but were apprehensive about implementing it without disrupting production. To address this, we launched a tailored training program, covering both the 'why' and the 'how' of sustainability. Weekly workshops allowed them to raise concerns and learn from real-time challenges. A significant shift was introducing a monthly recognition program, spotlighting teams or individuals who had notably advanced the company's sustainability goals.

Correct and foster, as mentioned earlier sharing with best practices and other businesses. For example bringing on board certified companies (for example B Corps) can help identify and share best practices on how to overcome skepticism.

Practical demonstrations often work much better than stories and reports that may not have a real connect with the innate skeptic in people. I have often seen organisations involve their employees in actual impact generating activities and observe the outcomes firsthand so that not only are they convinced of the need for such initiatives taken by the company, but they are also confident of the actual impact that they can create.

The threshold to secure a lasting positive transformation momentum is 3.5% of a company staff. And the best way to build up the aspiration to take part in the movement is by showcasing what others have already done. You can achieve this by making your internal "climate heroes" stands-out in dedicated communications. Telling the stories of their initiatives and illustrate the results achieved in tangible analogies so people can realise (eg: a reduction of 150 T of plastic waste is equivalent to 1/3rd of the weight of the International Space Station). Humans are storytelling creatures. And though we'll rationalise our decision, it's always the emotional part of our brain that, when moved by a great story, triggers the first step of change.

We arranged for our client's teams to visit one of the organic cotton farms in Shropshire. Employees witnessed first-hand the absence of harmful pesticides, the rich biodiversity flourishing around the fields, and the passionate farmers committed to sustainable farming methods. They met families who had been farming in the region for generations and heard stories of how the switch to organic methods had revitalized their soils and ensured a healthier future for their children.

To bridge the gap between awareness and action in sustainability, the narrative needs an urgent shift. We must move from simply raising awareness to offering actionable, systemic solutions that resonate at an individual and collective level. In business terms, this means setting specific, measurable targets that demonstrate immediate operational and financial benefits, thereby making the case for urgent action compelling. By focusing on tangible outcomes and emphasizing the urgency to act now, we can inspire collective responsibility and drive transformative change.

It’s also good practice to reflect on our own privileges and the perspectives that brings. Some stakeholders may choose to not prioritise sustainability not because they don’t want to but rather, they’re unable to at this current juncture due to a variety of reasons (e.g. resource restraints). Empathy goes a long way in ensuring everyone gets onboard.

Meet people where they are at. If they don't want to use the words "climate change" but are willing to engage in other ways, that's okay. It's easy to sit upon an ivory tower (or a position of knowledge) to convince others that you're right. It's much harder to change your own perspective and language to help communities that may not agree with you.