A key stakeholder is hesitant about sustainability goals. How will you persuade them to commit?

If a stakeholder doesn’t at first appear to be aligned with your sustainability initiative (and they strike you as a rational human being), it’s likely you haven’t listened deeply enough to have earned their trust, yet. Reframe your offering using the language you hear them use. Converse. In doing so, you’ll demonstrate the core values that will unify your campaign.

In my experience, persuading hesitant stakeholders about sustainability goals is most effective when we align interests. I believe that demonstrating how sustainability initiatives can also achieve their specific business objectives, such as cost savings or enhanced brand reputation, can be compelling. I find that when stakeholders see a clear alignment between their interests and sustainability goals, their commitment increases. By presenting tailored benefits and shared value, we can foster their support and drive collective progress towards sustainability.

In my experience, persuading hesitant stakeholders about sustainability goals is most effective when we present data. I believe that providing concrete evidence of the benefits, such as cost savings, risk mitigation, and market opportunities, can be very convincing. I find that data-driven insights demonstrate the tangible impact of sustainability initiatives, making the case more compelling. By presenting clear, relevant data, we can address their concerns and highlight the long-term value, encouraging their commitment to sustainability goals.

In my experience, persuading hesitant stakeholders about sustainability goals is most effective when we address challenges directly. I believe that acknowledging and providing solutions to potential obstacles demonstrates a proactive and realistic approach. I find that when stakeholders see that challenges have been anticipated and planned for, their confidence in committing to sustainability increases. By openly discussing hurdles and offering strategic solutions, we can reassure stakeholders and foster their support for sustainability initiatives.

In my experience, persuading hesitant stakeholders about sustainability goals is most effective when we leverage influence. I believe that demonstrating how key industry leaders and competitors are successfully adopting sustainability practices can be compelling. I find that when stakeholders see influential peers making strides in sustainability, they are more likely to commit. By highlighting success stories and endorsements from respected figures, we can build a persuasive case that aligns with their desire to remain competitive and reputable in the industry.

In my experience, persuading hesitant stakeholders about sustainability goals is most effective with a future focus. I believe that emphasizing the long-term benefits and future-proofing the business against environmental and regulatory changes can be compelling. I find that when stakeholders understand how sustainability initiatives ensure resilience and competitiveness in the future market, they are more likely to commit. By illustrating the future advantages and positioning sustainability as a strategic investment, we can secure their support for these goals.

At the end of the day, companies are in business to make money. Couching sustainability goals in terms of bottom-line impacts will quickly get the firm's attention. For example soft drink companies and breweries were (and still are in many cases) significantly overusing water in making their products. In examining how the water was used it became clear that much of it was simply wasted. Decreasing water use cost money because some processes needed to be modified and more focus on operations and maintenance was required to ensure leaks were minimized. However, when the costs and benefits were presented, it became clear that not only could they cut significant costs in water acquisition, but they also decreased their water treatment costs.