Want to avoid the ESG debate? Sorry, there is no sideline

Want to avoid the ESG debate? Sorry, there is no sideline | practice | Good decisions involve emotional, moral intelligence Created for {EMAIL} | [{NAME}]( at [{NAME}]( [For more relevant content - Update Your Profile]( | [Web Version]( April 13, 2023 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [Twitter]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [SHARE](  [] Leading the Way [] [Want to avoid the ESG debate? Sorry, there is no sideline]( [Want to avoid the ESG debate? Sorry, there is no sideline]( (iStock/Getty Images) Sometimes loud opposition to environmental, sustainability and governance policies -- which extend into areas such as diversity, equity and inclusion and other social issues -- may challenge leaders' resolve, but author and business strategy expert Andrew Winston writes they must take a stand since ESG is a winner for companies both financially and in building a customer base. "The bottom line is that politicians angling for more air time and a presidential nomination will not have the best interests of the economy or your business at heart. You have no responsibility to humor them if they are threatening your profits, business model, or customers," Winston notes. Full Story: [Harvard Business Review (tiered subscription model)]( (4/5) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: [Winston warns]( leaders against "greenhushing" -- trying to pursue ESG policies quietly to avoid controversy. "The old truism 'pick your battles wisely' is always good advice, but some battles and some rights are worth fighting for," Winston notes. [] SmartBrief on Leadership [] [Good decisions involve emotional, moral intelligence]( [Good decisions involve emotional, moral intelligence]( (Yeshi Kangrang/Unsplash) Savvy leaders have a process for making decisions based on emotional and moral intelligence rather than just logic, write Doug Lennick and Chuck Wachendorfer of leadership development company think2perform and co-authors of "Don't Wait for Someone Else to Fix It." The pair detail their four R's of good decisions: recognize, reflect, reframe and respond. Full Story: [SmartBrief/Leadership]( (4/12) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: It's OK if some of the 4 R's overlap, or you circle back to one -- such as reflection. "[T]he sooner you can get into a calm, reflective state, the less likely you are to make a premature, ill-considered decision," [they note](. Can You Measure Employee Engagement Success Reward Gateway, the employee engagement people, work with clients to track ROI and highlight business results of a more engaged workforce. [Download our ebook]( featuring 10 organizations and see the ROI they've achieved from their engagement programs. ADVERTISEMENT: [] Smarter Communication [] [How to soften the blow of unwelcome decisions]( Being open, honest and empathetic with staff as you announce a company decision they may not like, such as returning to in-person work, can help reduce backlash, as can sharing the general factors that went into the decision, says Sarah Clausen, a corporate communications director. Ensure the entire executive team is using the same messaging points and is prepared for questions. Full Story: [Human Resources Director]( (4/9) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: Before a decision is made, be sure to weigh employees' likely views and consider compromises or solutions that allow flexibility. If the decision is firm, highlight the positives during the announcement, [Clausen and HR generalist Kaitlin McGuire suggest](. [] Future of Work Your work future could include ... [] - [The Jetsons were spot on about modern work, but also glaringly wrong]( The Conversation (4/6) [] - [Leverage your uniquely human skills to prepare for AI at work]( Fast Company (tiered subscription model) (4/12) [] - [Robots could give us more free time away from work]( World Economic Forum (4/11) [] In Their Own Words [] [BRIDGE founder seeks to make DEI less "performative"]( Living under apartheid in her native South Africa and connecting with diversity and business leaders in the wake of George Floyd's death prompted Sheryl Daija to found BRIDGE with a goal "to set industry standards and benchmarks for more consistent measurement and accountability" of DEI initiatives, Daija says. "To create meaningful and lasting change, organizations need to consider how they can move beyond performative acts and prioritize the creation of structural and systemic change that is consistent and intentional," asserts Daija. Full Story: [AdMonsters]( (4/3) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Daily Diversion [] [Archaeologists unearth Mayan ball game marker]( Archaeologists working at Mexico's Casa Colorada architectural complex in Chichen Itza have discovered a ball game marker that was used in Mayan pelota games. The stone marker weighs 40 kilograms and includes a depiction of two figures who archaeologists say are likely ball players. Full Story: [BBC]( (4/12) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] SmartBrief Podcast Network [] [How American Airlines is navigating sustainability]( If you've flown on American Airlines recently, there's a chance your plane was fueled by a small amount of sustainable aviation fuel (SAF). Jill Blickstein, vice president of sustainability at American Airlines, outlines the latest advancements in SAF, fleet upgrades the airline has made to enhance its sustainability and an AI-enabled system called "Smart Gating" that conserves fuel and saves time for travelers. American Airlines is undertaking numerous initiatives to reduce its carbon footprint, and as Blickstein explains, many of those efforts come in places passengers might not notice but are contributing to more sustainable air travel. Full Story: [Sustainability SmartPod]( (4/11) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] SmartBreak: Question of the Day [] Dramatist Samuel Beckett of "Waiting for Godot" fame also wrote "Breath," recognized by Guinness as the shortest play when it was performed in 1970. How long was it? Check your answer [here](. [Vote]( [5 seconds]( [Vote]( [10 seconds]( [Vote]( [30 seconds]( [Vote]( [3 minutes, 33 seconds]( [] About The Editor [] Candace Chellew Candace Chellew Candace Chellew In Tuesday's issue, I asked you to share with me some of the mantras you use to tackle daily challenges, spurred by [amateur golfer Steve Bennett's tattoo]( of his father's words, "Don't wait to do something." Pete Cajigal shared his mantra of, "Abolish 'this is how we've always done it,'" because there's "so much harm in that phrase," Cajigal notes. David MacLeod says he has 10 mantras but William Barclay's quote: "In the time we have it is surely our duty to do all the good we can to all the people we can in all the ways we can," has special meaning. Finally, Craig Cline shared his take that he calls "GoldenRuleism," which goes: "Do for all others, both directly and indirectly, what you would want done for you. Don't do to any others, directly or indirectly, what you wouldn't want done to you." "To operate in accord with these foundational principles can be of help to leaders wherever they may be," Cline notes. It's not too late to [share the mantra](mailto:candace.chellew) that helps you the most. If this newsletter helps you, please tell your colleagues, friends or anyone who can benefit. Forward them this email, or [send this link](. What topics do you see in your daily work that I should know about? Do you have praise? Criticism? [Drop me a note](mailto:candace.chellew@futurenet.com). And don't forget to send me photos of your pets, your office and where you spend your time off. [LinkedIn]( [Twitter]( [Facebook]( [Email]( Sharing SmartBrief on Leadership with your network keeps the quality of content high and these newsletters free. Help Spread the Word [SHARE]( Or copy and share your personalized link: smartbrief.com/leadership/?referrerId=japnABMSAp [] [] We are never prepared for what we expect. [James A. 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