Sustainability: Where Corporate Communicators Add Value

One of the many things I experienced as a graduate student in the College of Communication at Boston University was the opportunity to design, manage and analyze a research-based thesis project.  I chose to combine my passion for sustainable business with my communication and research training to identify the fundamental knowledge and skills needed by communication professionals to help maximize corporate commitments.

I began by researching previous studies and found companies with truly strategic, integrated and authentic sustainability communications are rewarded with internal and external support for their initiatives.  Valuable communication strategies align with business objectives to ensure appropriate and operational support. Unfortunately, I also discovered many corporate sustainability communication still lack strong commitment in:

1.      Authenticity, Accountability, Transparency - The content, format and frequency of sustainability communication impacts a company’s perceived authenticity and accountability.  Any misalignment between communications and company practices can result in a lack of authenticity around sustainability efforts as the messaging may came across as corporate speak.

2.      Integrated Communication across Stakeholder Groups - When sustainability is truly integrated into corporate strategy, it should be reflected in communication with all constituents. The more integrated the communications, the clearer the commitment by the company to stakeholders. 

3.      Stakeholder Engagement - A company’s willingness to engage stakeholders in sustainability-specific dialogue is a critical component of successful sustainability communication.

4.      Effective Information Channels – Conflicting agendas limit the availability of valuable resources for corporate communicators to learn about sustainability issues and how to address them. Many companies, therefore, are planning sustainable programs without an accurate understanding of the external environment.    

For those looking for quick answers, I’m sharing an executive summary with the study’s primary findings. However, the full report includes thorough background and discussion on the current status of sustainable business and the role of corporate communicators. So, pick you poison and as always, feedback is welcome.  

Becoming a Diamond in the Rough

To My Fellow Gen Y-ers:

I’m fed up with all the articles, blog posts and Tweeted complaints ripping apart our generation for the frustrations it causes the business world because, sadly, these accounts are pretty accurate. We’re not the first generation to stress management, but being described by the Wall Street Journal as “The Trophy Generation,” ought to offend each of us to change.

Regardless of where you are in your career, Gen Y needs a major makeover. If you’re currently employed, you have the opportunity (dare I say business obligation) to maximize our generation’s unique strengths, overcome its weaknesses and drive value for your companies. Those preparing to enter the workforce should start now to work against existing stereotypes.

I asked several HR professionals and Gen X managers how Gen Y can rise above their reputation. The advice I received identified the following areas as a good place to start:

1. Lose the Sense of Entitlement

• No one owes us anything. A college degree is not negotiating leverage – it merely makes us eligible to apply. Landing the job is not the end – it’s the opportunity to work.

• Build an appropriate work ethic. Don’t wait until your job is on the line to kick yourself in gear. I’m embarrassed for the young woman in this Wall Street Journal article who felt justified in doing the bare minimum.

• Responsibility and proven value ALWAYS precede any rewards. Ignoring this reality merely reflects immaturity.

2. Polish Up

• Professionalism is not optional. I was appalled to read in this article from the Wall Street Journal about Gen Y-ers who are only now realizing “becoming prompt, dressing more appropriately, following up on obligations, and using better judgment,” positively influence how they’re perceived in the workplace. Not doing these things makes you look unpolished, naive and immature. Also, that super-trendy outfit you’re so proud of might just be causing your Gen X manager to rethink your advancement potential.

• Don’t ignore corporate culture – ever. Learn the political environment and shake hands with the person who signs your paycheck. Sometimes change really is impossible for an organization and inappropriate idealism communicates a lack of knowledge in how the business works.

• Gen Y’s constant need for attention and praise is one of the greatest sources of irritation for Gen X managers. They never needed a professional cheerleader and they usually don’t appreciate being asked to be yours. Show confidence in your decisions, learn from your mistakes and stop expecting a reward simply for fulfilling a job description.

Now, I’m still excited to be a member of Gen Y. Opportunities ahead, for those who get their act together, are limitless. For despite being rough around the edges, Gen Y brings valuable resources to any organization. Here are my favorites:

1. Idealism

• We generate fresh ideas, creativity and innovation with our boldness to challenge the status quo.

• Communicate the business case for your ideas. Learn how the business works and use that knowledge to build leverage for advocating change. Make it easy for management to support your ideas by reducing the risk.

• Don’t burn out spinning your wheels. Organizational processes and values are difficult to change. By accepting a position, you’re also accepting the environment and culture of the organization.

2. Passion

• Our career paths are still unknown and we’re not yet pigeon-holed. Our untainted passion can be harnessed to jumpstart any project or departmental team.

• Blogger Rebecca Thorman describes Gen Y’s need for formal structure to derive value from our passion. Take advantage of organizational resources for support, but remember you weren’t hired to soul-search.

• Gen Y-ers are eager to try new things. We’re not set in process or tradition and thrilled to lead change. However, keep in mind our generation didn’t create the exciting innovations we’re accustomed to – previous generations did. So don’t assume our access to new tools gives us experience or expertise above their creators. We still have a lot to learn from our supervisors and management teams.

So, fellow Gen Y-ers, where will we go from here? Are you content remaining a the proverbial pebble in the shoes of management? I believe we’re masking our greatest assets with a terrible reputation of immaturity, arrogance and insecurity. To be taken seriously as tomorrow’s leaders, we must makeover our generational attitude.