CSR Leadership Skills

Nonprofits, if I had to build corporate partnerships from scratch today, here’s the real playbook: 1. Stop begging. Start collaborating. Your opening line to a company should never be: “We’re looking for sponsors.” Instead, it should be: “We’re building a movement around [cause]. Want to co-author the story?” Shift your posture from “needing help” to “offering opportunity.” 2. Ditch the gold-silver-bronze garbage. Create partnership experiences that feel custom-built: Fund an innovation lab Co-host a thought leadership series Launch a branded scholarship program Make them the hero of a tangible impact, not a logo on a step-and-repeat. 3. Play offense on LinkedIn If you’re waiting for CSR managers to stumble onto your website, you’ve already lost. Connect with CSR, ESG, HR, and Marketing leads at 50 dream companies. Post 3–4 times a week showing WHY your mission matters to their brand narrative. Share wins with attribution: “Thanks to partners like [Company], we [result].” Visibility builds familiarity. Familiarity builds trust. Trust builds checks. 4. Build a Corporate Advisory Council. Invite 5–10 execs from different companies to join a “founding circle.” No donation required upfront. What you’re asking for: • Their insights • Their network • Their pride of ownership Once they feel bought in, the dollars will follow. 5. Make it ridiculously easy to say yes. No 17-page decks. No committee calls. No 90-day “we’ll get back to you” limbo. Your ask should be crystal clear: “We have a $25,000 project funding gap.” “Here’s what you’ll get in return.” “Here’s how your brand will be celebrated.” Simplicity wins deals. Period. 6. Follow up like a human, not a robot. No “just circling back” emails. No “checking in on my proposal” DMs. Send them micro-wins: “Just wanted to share, we hit 100 youth served this month!” “This story made me think of your team’s values.” Stay top of mind without being top of inbox spam. In 2025, partnerships are won by building narratives, not asking for charity. You’re not selling sponsorships. You’re offering legacy. Act accordingly. Want to learn how we’re helping nonprofits land $25K–$250K partnerships without begging? Comment “Build” or DM me. We’re opening a private training soon.

Equity in people is more than just a buzzword; it's the foundation upon which successful teams and organizations thrive. It means fostering an environment where everyone's unique strengths, perspectives, and contributions are recognized, valued, and celebrated. I've learned that building equity in people involves several key principles: 1️⃣ Empowering Growth: As a manager, prioritizing the growth and development of team members. Providing them with opportunities to expand their skills and knowledge, encouraging continuous learning and personal development. 📚📈 2️⃣ Inclusive Leadership: Embracing diversity and fostering an inclusive work culture is paramount. By acknowledging and appreciating the differences in our team, we create an environment where everyone feels comfortable and valued, and where their voices are heard. 🗣️💬 3️⃣ Nurturing Potential: Recognizing the potential in each individual and investing in their growth is essential. By offering mentorship, guidance, and constructive feedback, helping them navigate challenges and unlock their full potential. 🌱💡 4️⃣ Encouraging Collaboration: Building equity means promoting a collaborative spirit within the team. Encouraging open communication and teamwork ensures that everyone can share their ideas and work together toward common goals. 🤝🌟 5️⃣ Celebrating Success: Acknowledging and celebrating the achievements of team members is vital. Recognition not only boosts morale but also reinforces the belief that each person's contributions are valued and make a meaningful impact. 🎉🏆 6️⃣ Trust and Accountability: Trust is the cornerstone of equity-building. As a manager, I always strive to foster a culture of trust, where team members feel empowered and accountable for their work, knowing that their efforts are recognized and rewarded. 🔒💼 Being a manager is not just about leading, but also about building a community of empowered and fulfilled individuals who are invested in the organization's success. 🚀💪 Let's continue to build equity in people and cultivate environments where people can flourish and grow. 🌏

When I took on my role as Chief Corporate Citizenship Officer at PMI, I set a handful of parameters for myself and my team: 1. Don’t fall into the trap of arm’s-length checkbook philanthropy: One-off cash infusions can help nonprofits in the immediate term, but they don’t get at the issue of sustainable growth. 2. Focus, focus, focus: Diffusion is the enemy of progress. There are an endless number of worthy causes and charitable organizations, but our greatest impact will come from identifying a small number of causes that are intrinsically tied to our values and vision and making those causes priorities. (In our case, this is U.S. military veterans, women’s equity and empowerment, and hyperlocal activations.) 3. Empower—and learn from—those already in the trenches: We’re not going to dictate what happens at the community level. We’re here to listen and learn and find ways to support and expand the good works already underway. 4. Give a “hand up” instead of a handout: Band-Aid solutions may make us feel good in the short term, but they don’t get to the root problem. The cash infusions we give our community-based partners are meaningful, but their value grows exponentially when paired with our business expertise and insights. 5. Offer employees a chance to contribute to change: We polled PMI’s U.S. workforce earlier this year about our plans to support military veterans. An astonishing 97 percent of employees raised their hands to get involved. There’s a hunger out there for making a positive difference in local communities and the broader world. Find ways to connect your people to the issues that matter most to them. It turns out that this is the way the next generation of philanthropists is thinking about their impact as well. A recent article (I’ll share the link in comments) shares interesting insights into how our younger generations—millennials and Gen Z—are embracing a more comprehensive approach to philanthropy focused on measurable impact and deeper connections. They’re also showing a greater tolerance for the “long game,” willing to take risks in the short term to lay the groundwork for greater gains down the road. As the next generation of philanthropists takes the reins and starts investing more than money in the causes they care about, let’s make sure our organizations are prepared to do the same.

Integrate sustainability into corporate culture 🌍 Creating a strong sustainability culture requires more than policies and commitments. It demands structural alignment, leadership engagement, and continuous reinforcement to ensure sustainability becomes an integral part of decision-making. A holistic approach transforms sustainability from an initiative into a core organizational value. A clear vision is the foundation. Leadership must define sustainability goals that align with business objectives and actively champion integration across all levels. Without leadership commitment, sustainability efforts risk becoming fragmented and ineffective. Assessing organizational culture helps identify gaps between stated commitments and actual behaviors. Employee engagement, awareness, and perceived barriers must be evaluated to understand the readiness for change and ensure sustainability is more than a surface-level priority. An actionable roadmap provides structure. Defining roles, responsibilities, and measurable KPIs embeds sustainability into day-to-day operations. A well-defined strategy ensures accountability and enables continuous progress tracking. Cross-functional collaboration strengthens implementation. Assigning ownership at executive and functional levels, breaking down silos, and improving data transparency drive better decision-making and long-term impact. Sustainability must be embedded into processes, not treated as an isolated function. Engagement thrives when incentives align with sustainability objectives. Recognizing employees who drive positive change, linking performance metrics to sustainability KPIs, and fostering a culture of innovation can accelerate transformation. Reinforcement is key to maintaining momentum. Sustainability is not a one-time initiative. Ongoing communication, regular check-ins, and adapting strategies to evolving challenges ensure continuous improvement. Long-term success depends on keeping sustainability at the core of operations, decision-making, and business strategy. #sustainability #sustainable #business #esg #climatechange #culture

When Self-Interest Overrides Cultural Integrity: A First Nations Perspective on Board Conflicts By Nicole Brown On Day Two of the AICD course, the topic of failing to act in good faith sparked necessary reflection — especially when applied to the realities of First Nations governance. The reminder that “boards decide if conflicts exist” and that directors must “disclose any material interests” becomes even more complex in our communities, where kinship, culture, and politics are deeply interwoven. Let’s be clear: perception matters. In fact, in First Nations communities, perception can be just as powerful as the facts. Even when a director believes they’re acting appropriately, if their actions are perceived as self-serving or exclusive, trust can be lost in an instant. And in small communities where decisions echo loudly, perception is reality. In a good light, perception can uphold integrity — when a board is transparent, inclusive, and actively declares conflicts, it builds confidence. When mob can see that decisions are being made fairly, it fosters cultural safety and strengthens the legitimacy of the leadership. This is the power of perception used well: reinforcing accountability through visible action. But in a bad light, perception can destroy credibility. If a board refuses to acknowledge or record conflicts of interest — or worse, doesn’t even have a conflict of interest register — it gives the impression of secrecy and favouritism. Directors may think they’re just “helping out family,” but when they influence decisions that benefit their personal networks, the perception is one of corruption, even if it’s not illegal. That damage is long-lasting. Let’s not forget: people naturally look after their own self-interest. But governance isn’t about instincts — it’s about discipline. It’s about putting the interests of the whole community above individual or family gain. It’s about doing the right thing, even when no one is watching — and especially when everyone is. That’s why boards must go beyond compliance and foster a culture of transparency. That means: ☑️ Actively maintaining a living conflict of interest register ☑️ Discussing perceived conflicts, not just actual ones ☑️ Creating space for culturally safe disclosures ☑️ Recognising that perception alone can undermine the board’s credibility In First Nations governance, acting in good faith is about more than rules. It’s about relationship, responsibility, and respect. Perception, when managed with integrity, can be a powerful ally — but when ignored, it becomes a quiet storm that erodes the very foundations we stand on.

Fostering Gender Equity in Leadership: How Storytelling Bridges the Gap 🌉 The journey towards gender equity in the workplace is a shared responsibility, requiring active participation from all genders. Men are crucial in this journey as allies, advocates, and sponsors. Similarly, women can help men understand the nuances of their challenges, guiding them on how best to support their female colleagues. This is where the power of storytelling becomes pivotal. How Men Can Help 🔊 Amplify Women's Voices: Men can use their platforms to amplify the achievements and voices of their female colleagues. This includes endorsing their ideas in meetings, recognising their contributions, and publicly celebrating their successes. 🚪 Open Doors to Sponsorship: By actively sponsoring women for leadership roles and opportunities, men can help bridge the visibility gap. Sponsorship involves more than just mentorship; it’s about advocating for someone’s advancement as if it were your own. 👥 Foster Inclusive Networks: Creating professional networks that are inclusive and diverse helps break down the silos that often hinder women’s access to opportunities. Men can facilitate introductions and invite women into spaces where they have traditionally been underrepresented. How Women Can Help Men Help 📚 Educate Through Storytelling: Sharing personal narratives and experiences with male colleagues illuminates the challenges and biases women face. Stories can foster empathy, understanding, and action far more effectively than statistics alone. 💬 Encourage Open Dialogue: Inviting men into conversations about gender equity and seeking their perspectives can help dismantle defensive barriers. It’s about creating a partnership where both parties feel heard and valued. 🔗 Collaborate on Solutions: Working together to develop actionable strategies for promoting gender equity in the workplace underscores the idea that this is a collective endeavour, not a zero-sum game. Why Storytelling Matters 🌟 Creates Connection: Stories transcend the intellectual to touch the emotional, creating a powerful connection between the storyteller and the listener. This emotional engagement is crucial for fostering genuine understanding and empathy. 🔄 Changes Perspectives: Well-crafted narratives can challenge existing perceptions and biases, paving the way for a deeper understanding of women's systemic challenges in the workplace. ✨ Inspires Action: Stories highlight problems and potential solutions, inspiring listeners to take concrete actions toward fostering an inclusive environment. The path to gender equity in leadership is complex and requires the concerted effort of everyone within the organisation. By leveraging storytelling, we can bridge gaps in understanding, foster empathy, and drive meaningful action towards a more equitable workplace. P.S. Can you recall a story that changed your perspective on gender equity in the workplace? How did it inspire you to act? #story

Of all the challenges I have seen emerge in recent years, sustainability is the one that most demands structured thinking. Too often, companies take isolated actions—launching an initiative here, cutting emissions there—without stepping back to look at the full landscape. But sustainability is not just about doing better; it is about making smart, coordinated choices in a complex and fast-moving context. This visual framework outlines four key questions that leaders should ask themselves: - What is the lay of the land? Understanding expectations, risks, and competitive signals is the starting point. You cannot navigate without a map. - Where do we need to go, and how fast? Clarity of ambition and pace is essential. Without it, even the best intentions can drift. - What will it take to get there? Strategic transformation means rethinking products, business models, and resource flows. - How must we act now? Organizational culture, innovation paths, and stakeholder communication must be aligned to sustain momentum. These questions help shift the focus from compliance and reputation to real value creation. Sustainability, when approached strategically, becomes a driver of long-term business resilience. It is time we treat it as a business question, not just an ethical one. #Sustainability #Leadership #BusinessTransformation

Ten years ago, “sustainability” was a slide in the board deck. Today? It’s reshaping entire P&Ls. The most forward-thinking FMCG companies no longer see sustainability as a compliance issue. They see it as a growth lever, a reputation safeguard, and increasingly—a core leadership function. Enter: the modern Chief Sustainability Officer (CSO). I’ve watched this role evolve dramatically in the last few years—from peripheral advisor to strategic operator. And in many organizations, the CSO now has more cross-functional influence than ever before. Here’s what the best CSOs in FMCG are doing: → Guiding R&D teams to develop low-impact formulations and circular packaging systems → Partnering with supply chain to decarbonize logistics and improve traceability → Working with commercial leaders to embed sustainability into brand storytelling → Leading ESG reporting frameworks to future-proof investor relationships → Acting as cultural change agents to move sustainability from “optional” to “operational” But here’s the challenge: Many leadership teams weren’t built with this role in mind. I see three common gaps when FMCG companies try to elevate sustainability: The CSO reports to legal or comms—not strategy. That limits their ability to drive transformation. The role is too junior—or too isolated. Without true P&L-level influence, they become reactive instead of strategic. Other leaders see sustainability as “someone else’s job.” In reality, the CSO’s impact depends on the CFO, COO, CMO, and CHRO aligning around shared KPIs. In executive search, we’re seeing more demand than ever for CSOs who can: → Operate at the intersection of science, storytelling, and shareholder value → Translate regulatory risk into innovation opportunity → And most importantly—hold their seat at the leadership table with conviction The companies winning this decade will be those that move sustainability from the sidelines to the center. And that starts by hiring sustainability leaders who don’t just care about change they know how to build it. Because in today’s market, sustainability isn’t a nice-to-have. #sustainability #FMCG #Companyculture

How do we ensure businesses stay honest and accountable? ➤ When it comes to ESG, the "G" for governance often gets less attention than environmental or social factors, but it’s just as crucial. ➤ So, how does your business ensure accountability, transparency, and ethical behavior? ➤ Corporate governance plays a crucial role in shaping the ethical framework of an organization. It’s not just about rules and structures; it’s about ensuring transparency, fairness, and responsibility at every level. 💡 Think of governance as the backbone that supports a company’s integrity, from board-level oversight to executive compensation tied to measurable goals. ↳ For instance, companies are increasingly tying executive pay to ESG (Environmental, Social, and Governance) metrics. This shift isn’t just a trend—it’s becoming a key consideration for investors. ↳ In 2022, 73% of global investors reported that strong governance practices influence their investment decisions. A company with poor governance can face real risks, from legal issues to ethical controversies. ↳Just imagine the consequences for a business that ignores long-term risks like climate change—it could lose not only investor confidence but also its future. ➤ Investors are paying close attention to governance practices, just as they do with environmental and social factors. They use negative screens to avoid companies with governance practices that pose risks, like those involved in ethically questionable activities or those ignoring long-term climate risks. ➤ Conversely, positive screens help identify companies with transparent and robust governance practices. 💡 Why does this matter? ↳Companies with strong governance are less likely to face controversies or engage in risky behaviors. They’re seen as more stable and trustworthy, which is attractive not just to investors, but to employees, customers, and partners. 💡 Think about own organization. → How are you embedding ethical practices into your governance framework? → What steps are you taking to ensure your company’s governance is both ethical and effective? #CorporateGovernance #ESG #Sustainability #InvestorRelations #Transparency

Creating lasting change means addressing root causes, not just symptoms—but how can funders navigate the complexities of systems change while ensuring measurable progress? Traditional metrics often focus on short-term outcomes, making it challenging to evaluate the broader impact of long-term investments. To truly drive systemic transformation, funders need new tools and approaches that combine patient, catalytic capital with dynamic evaluation and continuous learning. A recent article in the Stanford Social Innovation Review underscores the importance of rethinking our approaches. It advocates for combining patient, catalytic capital with dynamic, real-time evaluation methods. By mapping systems, contributions, and pathways, funders can better understand their role in driving systemic shifts and adapt strategies to evolving challenges. Key takeaways: ✔️Ask the right questions: What parts of the system have changed? Did our efforts contribute? Are our pathways effective? ✔️Prioritize continuous learning: Move beyond one-time evaluations. Create feedback loops that guide decisions and refine approaches in real time. ✔️Leverage catalytic capital: Fund bold experiments in emerging areas, embrace learnings from failures, and build on successes to scale impactful solutions. Systemic change is not linear; it requires humility, adaptability, and a commitment to the long game. By embracing these practices, we can amplify the transformative potential of social investments and create a lasting impact. What strategies have you seen work for evaluating and scaling systems change initiatives? Let’s discuss. #SocialImpact #CatalyticCapital