Developing Leaders Issue 36: 2020 | 15 Leadership Fewer than half of CEOs report that they have actually integrated a sustainability-lens into their operations Stakeholder inclusion Denise Morrison, former CEO of Campbell’s, understood how valuable a diversity of perspectives could be when developing a sustainability strategy. When Campbell’s set out to develop their sustainability strategy, aligned to the Company Purpose, Denise put stakeholder input at the heart of the design phase. She solicited input from a wide range of customers, suppliers and other stakeholders to understand what they saw as the most important parts of the journey from ‘farm to fork’. This stakeholder feedback helped Morrison and her management team identify a number of sustainability themes to address, including sustainable agriculture, food safety and diversity and inclusion. The team then mapped the stakeholder-identified themes to the SDGs in order to identify the areas where they could make the biggest impact while also best addressing stakeholder priorities. Identifying and developing this next generation of sustainable leaders will require concerted effort on the part of boards and CEOs to embed sustainability into their leadership frameworks and processes, starting with what they look for and prioritize in new hires. This is not a matter of hiring a single individual to own sustainability. The systemic challenges the world faces today mean that sustainable leadership cannot be confined to a small minority; companies must instead cultivate sustainable leadership at all levels. This is not something that can wait. It is not a conversation for tomorrow, it is a conversation for today. To learn more about this research and how Russell Reynolds Associates can help your company identify the next generation of sustainable leaders, please contact Sarah Galloway , Kurt Harrison and Hans Reus . Sustainable Leadership