How well is your sustainability strategy set up to succeed?

Welcome to The Principles of Doing the Impossible diagnostic tool. Nine statements. No right answers. Just an honest read on where your strategy is strongest, and where the real gaps are in under 2 minutes. 

Your Diagnostic Will Assess Nine Critical Principles

Principle 1:
Stop thinking outside in, and start thinking inside out

This principle might be for you if your strategy was formally endorsed yet now leaves the rest of the company cold.

Principle 2:
 Lack of ambition isn’t the enemy. Scarcity is.

This principle might be for you if you constantly find yourself thinking that weak leadership is the reason for slow progress.

Principle 3:
 Make reality your friend.

This principle might be for you if you’re tired of telling truths that never quite convert into influence.

Principle 4:
Don’t simplify, translate

This principle might be for you if you constantly find yourself thinking that weak leadership is the reason for slow progress.

Principle 5:
Everything is change management - treat it that way

This principle might be for you if you were on a high when your sustainability strategy was launched, but can now feel the momentum slipping through your hands.

Principle 6:
Learn to lead without owning everything

This principle might be for you if you feel like you have too much on your plate and the initiatives you start never get the support they deserve.

Principle 7:
If your strategy is to do everything, then it’s not a strategy

This principle might be for you if you have become the department of everything and you have a to-do list so long it’s paralysing action.

Principle 8:
Your metrics should tell a story

This principle might be for you if your targets look like everyone else’s and you can’t seem to mobilise the company behind them.

Principle 9: 
Focus on your role in the system, not just your place in the company

This principle is for you if pressure has pushed your focus inward, when what the moment may actually demand is looking out.

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