Sustainable value creation must include business, society and the environment

The intersection between business, society and environment is where smart CSR works to create value for all stakeholders.

It’s all about aligning business, social and environmental interests. At first blush it may seem like there would be little place for commonality. Over time we’ve come to accept that competing interests have ruled out cooperation.

But what we’ve actually seen is that value - however it’s defined - is important to everyone.
Our world is not as silo’d as you might think. We all work (business), live in communities (society) and expect our environment to be preserved. So there is actually a lot more commonality than one would expect to find.

It’s important that businesses evolve, and can be rewarding too. Stakeholders or all types, shareholders, governments and others are pushing, pulling and shoving business to engage on social issues and environmental stewardship.

 Businesses that get this right can create competitive advantage and prosper. The role of government is also evolving as it bridges the gaps between business and society.

Our approach to CSR is strategic and value-centric. It is all about creating value and driving efficiency in that process by identifying areas where the outcomes work for all stakeholders and result in positive net outcomes for everyone.

Strategic, value-centric CSR is far from the charity and philanthropy that many have in mind when they hear the word. It is all about strengthening business value and, simultaneously, creating positive social and community impacts and efficient environmental stewardship.

Really, it’s no different if you’re trying to drive efficiency in your operations, in your financing structure, in your engineering, in your human resources - it’s all about efficiency. Successful businesses are efficient in creating value.

 This principle should carry into your CSR and social engagement focus as well. Efficiencies drive value. But there is a misconception that all efficiencies are driven by cuts, when it may actually be strategic investments that lead to further growth and sustainable prosperity.

Our job is to shift the mindset so the relationship between business and society is not seen as one of competing interests. We find creative ways to deliver value for both in a way that also preserves the environment. It isn’t about taking from business and giving to society, it’s finding a way to make more for both.

Efficiency, value and sustainability is the path forward and we’re well positioned to deliver the programs to deliver on all three.

 If you’d like to speak to Wayne Dunn about how a value-centric strategic approach to CSR can help your government or business leverage social capital to deliver more value you can send him an email at wayne@csrtraininginstitute.com.

Fresh Eyes --> Fresh Insights Analysis

Fresh Eyes à Fresh Insights Analysis

Fresh eyes can often bring new perspectives and discover fresh insights, identifying previously unnoticed opportunities, risks and issues.  A Fresh Eyes à Fresh Insights analysis of your social responsibility and sustainability programs and projects can often identify opportunities and risks that may be unnoticeable by someone working closely with them every day.  The easiest way is to think of it as a quick CSR SWOT.                                                                                                                                                                                                                                                                       

                                                                                                                                                                                                                                                                                                                                 

This exercise isn’t about the effectiveness or efficiency of your team and their activities.  In fact, our fresh-eyes will see clearer and farther because of the effectiveness and efficiency of your team.  Their knowledge, experience and understanding of the issues and situation can help keep our fresh eyes on target at the same time as my fresh eyes help them to new insights and perspectives.

The Analysis

A Fresh Eyes à Fresh Insights Analysis will poke, prod and peek into your CSR projects and initiatives, getting into the field and visiting sites and operations, interviewing key internal and external stakeholders, meeting with current partners and identifying potential new ones.

Our experienced fresh eyes will undertake a rapid, 360-degree review of what you are doing and how you are managing social license, CSR, sustainability and other key issues.  We will systematically identify opportunities, risks, and other issues and provide a clear value-focused go forward workplan for you and your team to work with.

We will also undertake an identification and analysis of potential partners and collaborators with a focus on expanding resources, strengthening capacity and enhancing impact.  Go forward plans will be developed for the most promising partnership opportunities.

The Process

We normally spend 2-3 days at each field/project site meeting key internal and external stakeholders and leaders, visiting project operations and other relevant areas.  We look at all relevant aspects including operations, metrics, partnerships, reporting and communications and other areas as appropriate.

We then meet relevant leaders in your country office and will spend 2-3 days meeting with potential donor and implementation partners.

We will deliver a debriefing report and a final report that will contain our detailed findings, insights, recommendations and go forward strategies and plans, including a detailed partnership development strategy complete with contact names and development plans.

Partnerships

Partnerships often represent an opportunity to both deliver and receive additional value from CSR and sustainability projects.  They can range from full on execution and resource contributing partners through to communication and socialization partners.  Partners can add diversity, perspective, communications reach, stakeholder impact and credibility and, of course human, financial and organizational resources and capacity.

While they won’t fit in every situation we often find that a systematic review and assessment of partnership priorities, coupled with the development of a structured means of identifying, assessing and development partnerships going forward can make a significant impact on the success and impact of CSR and sustainability projects and budgets.

Reporting and Communications

There are many (often too many) options for reporting and communications and they are key, even critical drivers of success and value in CSR and sustainability programs.  Yet, they are seldom looked at strategically in terms of how they can support the societal, corporate and development impact objectives of the program.

There is no one size fits all.  Some programs are best run in stealth mode, others can be enhanced with strategic one-on-one direct communicati

ons with key stakeholders, or even peripheral observers.  Others are best to leave one of the partners lead communications. 

The point is, seldom is communications and reporting approached and managed strategically.  And yet, when it is, it can be a critical component of success for the project and for the company sponsoring it.

Metrics

Metrics are another area that we often find where fresh eyes can spark a conversation leading project managers to identify additional or alternative metrics that can help them to better manage the project and maximize impacts.  We also spend time discussing the theory of metrics as it relates to CSR and sustainability projects, leaving them with tools for continuous improvement regarding metrics in

current and future projects.

Training

Our presence on site, coupled with our extensive training experience can provide a valuable opportunity for training and team-building, even helping to resolve long-standing issues with external stakeholders and partners.

Some clients have us organize training sessions and workshops for corporate staff and some opt to include external partners from the community, government and other stakeholders.  There can be value in all of these.

First, the training helps to bring a common understanding and awareness of CSR and sustainability that may not be present. It helps everyone to see things from different perspectives and understand issues differently.

Almost as important, it can help to build team and common ground between the CSR team and participants from other areas of the corporation.  And, finally, spending a day learning and working together with the dynamics of an ongoing project sitting in front of them can help corporate, community and government stakeholders to enhance their relationships and better understand their respective perspectives.  Role-playing scenarios are especially effective for this.

When we set up a Fresh Eyes à Fresh Insights Analysis we provide the opportunity to deliver training on site if that is something the client wants.

The Team

The project will be led by Wayne Dunn, President & Founder of the CSR Training Institute and Professor of Practice in Corporate Social Responsibility at McGill University.  He is a Stanford University Sloan Fellow with a M.Sc. in Management from the Stanford University Graduate School of Business. 

He is a CSR and social license pioneer and a veteran of 25+ years and 70+ projects in the space where business meets society, including numerous Fresh Eyes à Fresh Insights analysis in the mining and extractive sector..  His experience encompasses award winning global CSR and sustainability work including industry projects, CSR strategy and CSR Policy. 

He has hands-on industrial experience including in mineral exploration (diamond drilling, seismic, prospecting), heavy equipment, logging and commercial fishing.  He has also worked directly for and with local communities, NGOs, Governments and international organizations.  Combined, these experiences and skills enable him to absorb and understand various perspectives and engage effectively with an incredibly broad cross-section of project stakeholders.

Getting Started

If a Fresh Eyes à Fresh Insights analysis is something your operation might be interested in please contact Wayne Dunn (wayne@csrtraininginstitute.com) to begin discussing scope, timing, budget and logistics.

Social Value Brand

Social Value Brand (SVB)

Businesses today are increasingly expected to deliver some sort of social value in addition to shareholder value, or, at the very least, to not create harm to society.

Whether they realize it or not, whether they actively manage it or not, pretty much all companies with market, financial or human resource connections to Europe and North America have a Social Value Brand or SVB

This is true whether they are a mining company operating in remote jungles, a high performing Consumer Goods Company, a globally recognized service sector brand or even a professional sports league.  It is also true for entire industries.

You might ask, what is a Social Value Brand?  It is simply how your company or industry is perceived in relation to creating value for society as well as value for shareholders.

You might also ask, how important is a Social Value Brand?  For some it is quite important actually.

For all it is more important today than it was ten years ago, and will be more important in five years than it is today.

If attracting top talent to your company is important, the fact that 73% of Americans want to work for a company that is doing social good should move SVB up your priority list.

If you are a mining company your SVB can be the difference between being able to operate and being shut down through loss of permits, or even by direct community activism.  Some jurisdictions actually require a community vote to support development of a mine.  Are you ready for that?

If you are a consumer goods company your global supply chain is likely fraught with labour force, human rights, environment, health and safety and other potential issues that you are working hard to manage. Complex issues in long and complex supply chains. 

Sudden events like fires, factory collapses, sub-contractor screw-ups, or something out of the blue can suddenly put negative pressure on your SVB and impact sales and relationships.  A carefully nurtured SVB can provide a reputational capital reserve that can give your market facing brand some resilience to these inevitable situations.

If you are a globally recognized service brand your Social Value Brand can give you a strategic edge in attracting and retaining talent.  And, SVB development activities can provide valuable professional development opportunities for your team.

And professional sports leagues?  Yes, social value brand is an emerging issue there too.  Look at the heat football has taken over how it managed domestic violence issues with players, or how concussions and other safety issues are becoming increasingly important, or violence in hockey, or environmental impact of sporting events.  SVB issues are increasing in importance, and catching the attention of key leaders and decision makers.

With the growing importance of social value brands you would think that management of them would also be of increasing importance.  You would be right, but you would likely be surprised at some low-hanging opportunities that are there for the taking.

Here are some examples that I think are ripe for action…

Nike’s SVB Opportunity

Take a company like Nike, a clear global leader in athletic apparel and athletic performance gear.  Nike actually creates a lot of social value every day.

Nike is a huge supporter of community sports and youth sports.  Nike also supports aspiring and accomplished athletes who themselves provide incredible amounts of volunteer support to youth and sports and charitable causes.

Together these actions create a lot of latent social brand value, but little seems to be invested in developing it so that Nike’s publics and constituencies recognize the social value that Nike helps foster.

You may ask, why is this important?  People buy Nike for athletic performance and the star power of its athletes.  True.  On the margins a strong SVB may help drive some sales, but likely not much.

But, what about when a supply chain issue develops and suddenly global attention is focused on labour, or safety or human rights practices of some obscure contractor in Nike’s supply chain (remember Nike and the child labour issues of the 90s). When the sh*t hits the fan a strong SVB can provide the reputational capital that will limit market impact and facilitate speedy recovery.

What is ironic is that with all the social good that Nike is creating already it would likely take little additional effort and cost to develop a robust SVB.

NHL’s SVB Opportunity

The National Hockey League has taken a global leadership position in sustainability management and reporting.  The league and its franchises are actively and progressively managing their environmental footprint.  The league recently produced a strong sustainability report. (see a short analysis of it here)

At the same time the league, its franchises and players are producing social value in many ways. 

Whether it is the league’s work with Cancer, LGT issues or a range of other important social causes and issues, or the individual franchises support to a range of community causes and charities, or the work of individual players and their support to youth, minor hockey, charity and development, there are many valuable social impacts emanating from the NHL and its teams and players.

Yet, despite the success of its sustainability report and the significant societal impacts, the League and its franchises are doing little to develop a strong social value brand from all the social value creation work it is doing.

Extractive sector SVB opportunities

The mining and petroleum industries were actually early achievers in social value creation! 

Yes, they do have a legacy of negative social value impacts (and some continue to this day).  But, today companies and major industry associations are making major progress on social value creation.

Examples abound of progressive community engagement and development, whether it is Uranium emining giant Cameco and it’s leadership to facilitate a half billion dollar annual business activity Indigenous Peoples in northern Saskatchewan, or Golden Star’s efforts to support family level palm oil businesses in Ghana, or Placer Dome’s leadership that ‘changed the social face of the South African mining industry’ (see Analysis and Stanford Case Study here).

For the most part the extractive sector is quite accomplished at maximizing local/project level social value brand impacts from its investments and operations.  On an industry level organizations like ICMM (website), CIM, PDAC and others are working to create industry wide SVB.

A closer examination though will reveal that few companies are proactively building their SVB at the corporate level where it could provide increasing value in financing, employee recruitment and retention and other key areas.

Conclusion

Similar stories can be told for other industries.  There are many social value brand opportunities where much of the work is already done and paid for.

As societal pressure for social value creation increases you can expect businesses and industries to pay increasing attention to their Social Value Brand. 

Some will use it as a differentiator in markets, others for employee recruitment and retention and others will use it more like an insurance against impacts of mistakes that are pretty much inevitable.

However it is used, Social Value Brand is something that tomorrow’s leaders will pay more attention to than today’s, and today’s leaders that do pay attention and get their SVB right will have improved paths to success, today and tomorrow.

What makes a CSR Strategy Strong?

I recently did a short interview on What makes a CSR Strategy strong and thought the transcript below might be interesting.   It has a few thoughts and comments along with links to other articles and posts that I have authored.

CSR is all about value.  Value for shareholders and society.  The closer a CSR Strategy sticks to that principle the stronger the strategy is.  And, the more value it produces for both

1. What makes a CSR strategy strong?

Alignment of interests.  Sharing of value created and responsibility for creating it. 

The real key to a successful strategy is that it drives a process that will consistently and systematically identify, nurture and develop those areas where shareholder and stakeholder interests can align.  It must also do it in a way that doesn’t put all the responsibility on the company.  If there is to be shared value there must be shared responsibility for it to be sustainable

For more on this see:

• http://www.slideshare.net/waynedunn/csr-in-eight-self-serving-steps
• http://www.slideshare.net/waynedunn/smarter-csr-budgets-connecting-value-to-budget-in-8-steps
• and others at https://www.linkedin.com/today/author/26188639

1. What do most companies consider business-wise and customer-wise when creating a CSR strategy?

I’m hesitant to comment on what most consider.  I’d rather comment on what I think they should consider.

Unfortunately, companies often take a paternalistic approach and execute CSR in a way that suggests it is about giving and transferring value from the company to other stakeholders rather than finding the spaces where collective self-interest can create aligned interests and giving shareholders and stakeholders direct and personal motivation

CSR = creating, capturing & sharing value in the space where business meets society. Here is a link to a blog post that expands on this a bithttp://bit.ly/ZGpHJN  

1. What are main challenges to creating a strong CSR strategy?

• Stakeholder attitudes and beliefs that CSR is something that should be done to and for them, rather than something they have responsibility to help create and do
• Company attitudes and beliefs that CSR is something they do to and for stakeholders, rather than a way to create value for shareholders and stakeholders
• Altruistic angel approach – not acknowledging self-interest – seehttps://www.linkedin.com/pulse/article/20141104111540-26188639-don-t-be-an-altruistic-angel-be-upfront-about-what-s-in-it-for-you
• Attitudes of the key players, inside the company and in the stakeholder constituency
• Not getting internal stakeholders onboard. Seehttps://www.linkedin.com/pulse/article/20140930095149-26188639-seven-proven-ways-to-get-colleagues-on-board-with-sustainability-and-corporate-responsibility

Canadian Oil Sands - lesser of several evils

Clumsy government support of Canadian Oil Sands industry is hindering the industry's development and risking its social license

Originally published in Triple Pundit - http://bit.ly/1NgKIkJ 

The Canadian Oil Sands industry is under global pressures from social and environmental fronts.  And this is at a time of plunging global oil prices that are eroding the industry’s financial license.

Foreign governments, markets, NGOs, celebrities and others are actively protesting the operation and expansion of the industry, focused mainly on the carbon cost that is embedded in the energy from carbon-intensive production and processing methods.

It is interesting that these groups are targeting Canadian oil sands production when energy from other areas, like the Middle East, comes with unacceptable levels of human rights, conflict, military and other costs.

Few seem to be doing the calculus that would objectively compare the socio-environmental cost of Canadian oil sands and Middle Eastern energy production.  I strongly suspect that it is much easier to address the carbon and environmental impact of the oil sands than it is to address the human rights, conflict and military costs of Middle Eastern energy.

I also suspect that part of the reason that the carbon calculus versus the human rights and conflict calculus isn’t done is (at least partly) because Canadian government ‘support’ and Canada’s emergence as a climate change dawdler has helped to make the oil sands an easy international target.

The industry is in much difficulty, despite, or as a result of, a national government and regulator that has been a strong cheerleader for nearly 10 years.  It is facing global activism and opposition and has not been able to get its production to global markets.  Pipelines are stalled, and market access looks increasingly difficult.

These are directly related and have created an, at best, very tenuous social license for the industry.  The Canadian government, who is also the national regulator, has supported the industry in ways that have undermined its environmental credibility globally.

Recent revelations in the Guardian put more strain on the government’s role as an objective regulator and give fuel to opponent’s arguments.

A robust industry requires technical and economic viability as well as some level of societal acceptance.  An industry with international and global markets requires societal acceptance and an industry social license.

While individual projects and companies can, and do, develop their own project- or brand-level social license, many industries also need some level of industry social license.

In order to achieve societal acceptance (social license) industry must be seen to be making a net positive contribution to society and have an acceptable environmental risk and cost.  Notice I said ‘be seen to be making a net positive contribution.’  Perception is reality.

The oil sands is a carbon-intensive industry, and carbon and climate change are increasingly critical global issues.

In the case of the Canadian Oil Sands, there is a public perception (domestic and global) that the industry is a global environmental bad-boy.

The Canadian government’s support for the industry, including considerable tinkering with environmental regulation, coupled with the carbon-intensive nature of the industry, has given industry critics plenty of ammunition and credibility.

Canada’s increasing laggardness on the global climate change file has further eroded the perceived credibility of our environmental regulatory system, and, as a direct consequence, the trust that the Canadian and global public has in the environmental performance of key industries such as the oil sands.

If Canada wants to see the socio-economic benefits of a socially and environmentally responsible oil-sands industry, it needs to start by rethinking how it is supporting the industry and how it is engaging in the global climate change issue.

It may be counter-intuitive, but more stringent and credible environmental regulations will help the industry rather than hurt it — and, hopefully, force opponents to do the hard, but important, work of comparing the socio-environmental costs of energy from Canada’s oil sands with energy from the conflict-ridden Middle East.

Oil sands with an environmental impact that can be improved, or Middle Eastern energy with a conflict and human rights impact that is a lot more difficult to deal with?

I suspect that comparison would favor Canada’s oil sands and also push them to better address their carbon intensity — and at the same time take a small bit of fuel from the Middle East tinderbox.

Wayne Dunn is  President & Founder, CSR Training Institute and Professor of Practice in Corporate Social Responsibility, McGill University. You can sign up for the CSR Training Institute newsletter here and read more from him here.

Thoughts on CSR and Value – a curious perspective

We need more strategic, value-creating focus and less focus on defensive, risk-mitigating compliance

Companies the world over are recognizing that there are growing societal expectations on the social value added aspects of business of all types.

Firms everywhere are adapting and evolving, searching for ways to meet societal expectations and meet shareholder expectations.  Some are finding value-creating synergies and ways to create more value for society and for shareholders at the same time.

Others end up in more of a zero-sum, value transfer type of approach (see the CSR Value Continuum for more on value-transfer/value-creation).

At the same time there is a rapidly growing and evolving set of global standards, reporting mechanisms and general compliance frameworks.

Many companies, far too many in my opinion, are paying inordinate amounts of attention to the compliance aspect of CSR and far too little to the value-creation potential that can come with creatively finding synergy and value-alignment.

This not only limits the value that can be created for society AND shareholders, but also serves to position CSR in a ghettoized corner, far removed from core value-creation functions and prone to be first in line when budget crunch happens (see CSR in Budget Crunch Times)

I just received an email from a friend who has developed a technology/system that has the potential to be transformative in terms of rural child education in remote and impoverished areas.

They reached out to the CSR Managers/Leaders of 500 companies working in this area to suggest that there could be some synergy with the social license/social value.

Not one responded!  Follow-up phone calls suggested that the many (they said most) saw CSR as a defence mechanism and that strategic, creative, value-creation types of approaches are last resorts, to be deployed in times of crisis.

Strategic, creative, value-creation types of approaches that seek to find and develop alignment between societal and shareholder interests, and involve other stakeholders and partners, have been proven to be doable, affordable and less difficult than most believe.

Yet so many still default to defensive, compliance-focused, value-transferring (value-draining) sorts of approaches.

If interested in more along these themes you can find a number of articles in the CSR Knowledge Centre. They are all free to read, download, print and share.

(these next sentences are going to seem like a commercial so feel free to stop reading here if you want)

We have developed training programs and consulting services that help companies and individuals to be more systematic and more successful at aligning societal and shareholder interest.

Upcoming programs include:

Advanced Masterclass in CSR Strategy & Management   Nov 1-6, Accra, Ghana

Register here

CSR Bootcamp for Executives & Leaders (2 days)   Oct 29-30, Accra, Ghana

Register here

Companies interested in consulting support and/or a combination of consulting and training or customized training can contact us for more information

Who? Me? Responsible for CSR?

Shared Value requires Shared Responsibility:  Whose Responsibility is Corporate Social Responsibility?

Watching some of the discussion on corporate social responsibility it sometimes seems like governments, communities, NGOs and everyone else expects to sit back and have somebody (aka business) deliver CSR to them on a silver platter.

WRONG!!

Corporate Social Responsibility is not something a company does to or for communities, governments or others. 

To be successful and sustainable it takes a shared and collective responsibility with all stakeholders.  How could it be any other way?

Yet, far too often we see major stakeholders, governments, communities, NGOs and others, placing all the responsibility on companies, almost as if they expected them to play the role of Government (or Santa Claus). 

Sometimes too, we see companies sitting back and trying to leave the responsibility to other stakeholders, including often other companies or industries.

Neither approach will work very well.

All partners are in the same boat.

If the boat floats all will benefit.  If it sinks everyone gets wet.

Those communities and organizations that are pro-active in organizing and planning CSR activities and sharing in the responsibility with companies, will find that they simply get more value at the end of the day.  And, they will gain more capacity as well, and more ownership over their destiny.

Those companies that take the lead AND have projects where ALL stakeholders take appropriate responsibility will find that more value is created for stakeholders and shareholders.

If CSR is about aligning interests so that more benefits can flow to more stakeholders (including shareholders) how does it make sense that all responsibility should be on the company or other partner to organize and do.

Surely Shared Responsibility is where everyone should be trying to get to.

Let’s assume that through a collaborative consultation process a mining company and local community identified that improvements in education and health were priorities.

• What is the role and responsibility of the community and local organizations?What is the role and responsibility of local government?
• What is the role and responsibility of the Sector Ministries (Education & Health)?
• What is the role and responsibility of the company?
• What is the role and responsibility of NGOs and other development actors with an interest in education and healthcare?

Think about what the roles and responsibilities should be.  Then think about how the project would normally play out.

This way works:  In successful examples the various stakeholders will all play a proactive part in the overall project, exhibiting leadership, collaboration and initiative as required. 

The project is truly made up of partners, working together and through their collaboration and collective responsibility helping to achieve results that none of them could achieve on their own.

This way, not so much:  In other cases one partner (often business, but not always) is looked at to lead and take the bulk of the responsibility.  Other stakeholders sit back and expect benefits to come to them.  

Regardless of which partner, or partners are left with the bulk of the responsibility, the project won’t succeed nearly as well as if there was a collective sharing of responsibility.

Do your CSR projects sometimes end up looking like this?

Ironically, in projects where the bulk of the responsibility is left to one or two partners, they are the ones that get blamed if things don’t work perfectly. 

Is it any wonder that some get frustrated and, if they keep going, end up frustrated and cynical.

So, Whose Responsibility is Corporate Social Responsibility?

Look at any CSR projects that you are involved in. Is there a collective responsibility?

If not, why not?

And, what will you do to change that and facilitate collective responsibility.

Blaming the partners who have been carrying the responsibility probably isn’t the most productive response.  Training and encouraging all partners to accept a fair share of responsibility is a far better way to go.

 

Sharing responsibility across partners and stakeholders can drive project success and make the work more fun

 

 CSR can be an effective mechanism for creating value for society and shareholders.  But, it doesn’t work well for anyone if responsibility and ‘ownership’ is not shared amongst all stakeholders.

------ 

To read other CSR Articles and Thoughtpieces by Wayne Dunn click here>>>

Stakeholder Engagement Series

Stakeholder Engagement Series 

Many of you have asked that I pull together some of my recent publications that deal with stakeholder engagement into a set.  Haven’t quite done that but below you have a list of articles and links to the LinkedIn Posts.

Eleven strategies for maximizing value from CSR:  http://linkd.in/1tHnpZr

CSR in Budget Crunch Times: 12 strategies for success:  http://linkd.in/1zaNE92

Multi-sector CSR Partnerships: Natural Partnerships – Unnatural Partners:  http://linkd.in/11fUNsB

From Pariah to Exemplar: Applying the six best practices :  http://bit.ly/CSRAnalysis

Engaging Internal Stakeholders: Seven proven strategies :  http://linkd.in/1z7vQN7

 

CSR Communications: Eleven mistakes to avoid:  http://linkd.in/1yAfJHV

 

Stakeholder Engagement: Six best practices:  http://linkd.in/1CR5yCN

 

Creating a CSR Program: in eight self-serving steps:  http://linkd.in/12viCNs

 

Stakeholder Engagement: Five common mistakes:  http://linkd.in/1yW8usQ

 

Smarter CSR Budgets: Eight steps to connect budget to value:  http://linkd.in/1wa8W8L

 

28 Expert tips on stakeholder engagement:  LinkedIn: http://linkd.in/1vpVLtx

 

Don’t be an Altruistic Angel: Be transparent about what’s in it for you:  http://linkd.in/1yAdog0

 

13 mistakes that prevent and destroy multi-sector partnerships:  http://linkd.in/1y830NH

Stakeholder engagement is about systematically and strategically finding the common ground where 'what's in it for stakeholders meets what's in it for me'.