executive coaching

 

I once attended a workshop that examined the issue of leadership for change: integrating sustainability into an institution’s core mission and transforming organizational identity, culture and processes to enable change. It was delivered by Leith Sharp, director of executive education for sustainability leadership at Harvard University’s Center for Health and the Global Environment. She has 20 years’ experience greening universities all over the world and is the one-woman sustainability machine behind Harvard University’s green transformation.

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As hiring trends show that most roles are being filled internally, HR managers need new tricks to assess talent in the sustainability space. The key is to identify individuals who are already creating change and exhibiting leadership through disruptive innovation. But who are these people, and where can they be found?

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A week before our tumultuous Presidential election, I sat down for breakfast in a packed ballroom at the BSR 2016 BE BOLD conference in New York City. And though I don’t normally eat my breakfast surrounded by hundreds of other people, it was clear that I was surrounded by like-minded souls. Addressing a room filled by individuals focused on exploring new ways to use business and leadership to create a more sustainable world.  Lindsay Levin, founder of Leaders Quest, left the audience with a piece of advice that clearly resonated with everyone the room, “If we want to be transformational,” she said, “we have to ready to transform ourselves.  This is something that is at the core of the important work I do with change leaders, and influenced much of our thinking throughout the rest of the conference.

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sustainable-mentoring-relationship  

As sustainability professionals, we’re always telling people why doing good is good for business. But sometimes we forget that the same logic applies in our own lives too: doing good is good for our careers. Through mentoring others we can enhance our own job satisfaction and invigorate our sense of impact, we can advance our own personal development by honing our listening and interpersonal skills, and we can benefit the organisations we work for by opening to new insights and ideas from younger or fresher minds. After all, the greatest leaders are the ones who empower others to be the best they can be.

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In 2015, hiring managers will be looking for candidates that know all aspects of the business, not just the sustainability part. This month on GreenBiz, Shannon outlines the top 6 areas that practitioners must master.

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In a recent article, I outlined my top five crucial skillsets or competencies that a CSR or sustainability practitioner will need in their arsenal. Now, I’m sharing the challenging questions that really get to the heart of these competencies in a job interview context to help hiring managers sift out the gems.

If you’re looking for the best talent but finding it hard to spot, or if you are the talent but struggling to land your dream job, then read through these 5 sets of questions and consider how they could help you to find or be that chosen gem. If you’re a job seeker, take these questions one at a time and write out your answers. They will reveal a lot.

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cso-backstory-2-report-weinreb-group  

A new report released by the Weinreb Group last month explains how the CSO role has matured and grown in the past three years. CSOs have a lot to teach aspiring sustainability professionals about successful impact leadership.

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