Traditionally, Kenyan consumers have often relied on the government to take the lead in creating sustainable value to the citizenry and society in general. These expectations have dwindled with emerging reports about how government agencies are failing in their accountability to the citizens. Kenyans are now looking up to the private sector to lead the transition to a sustainable and just society. So, the crucial question is not whether the private sector should take the wheel or not but rather what does the sector need to steer the wheel in the right direction?
Thought leadership coupled with an interest in conscious business — where companies not only make a profit but also have a positive social impact, seems to be the most probable path to achieving the transition. Whether a company chooses to rely on conscious leadership practices, sustainable business models, or missions that address social challenges in the country, one common thing that must stand is the deliberate choice of using business as a force for good.
Unlike reactive leadership which is likely to paralyze organizations, Sustainability or Conscious leadership can help organizations survive uncertainties and realize their untapped capabilities. But what is sustainability leadership?
McCann and Holt describe sustainability leadership as consisting of mindful actions and behaviours embracing a global world-view to recognize the connection between the planet and humanity; thereby, through personal and organizational choices, effects positive environmental and social change. Various principles of sustainability leadership exist out there, but some prominent ones as suggested by Cynthia Way of NOAA include: Understanding the interconnections of systems; Thinking globally and toward the future; Protecting nature and people; Transforming business as usual; Leading by example in their actions.
The good news is that an increasing number of business owners and corporate executives in Kenya are more clearly coming to terms with the dangerous and destructive nature of our current ways of doing things. These leaders value sustainability and faithful stewardship for earth and humanity. The outstanding sustainability leaders in Kenya also understand the potential financial benefits to be reaped from sustainable business models and are, therefore making a continuous effort to integrate purpose into their corporate visions. Those who are a part of this movement are the few disruptors of conventional approaches to getting things done and are reaping handsomely from it.
Take a look at the efforts of sustainable leaders who worked outside the box, like the late Bob Collymore, to help overturn entire a business model replacing it with a sustainable model that still fulfils not only the needs of the shareholders but that of society and the environment.
Successful sustainability leaders like Joshua Oigara has managed to lead people and create a significant impact in an increasingly fast-paced, technologically dynamic, environmentally and socially challenging financial institution with success, innovation and vigour. What we learn from Joshua is that the future of leadership requires everyone in an organization to take ownership of their growth and development to become the systemic sustainability drivers, where the DNA of business solve the challenges of our environmental and human needs.
As I conclude, we are well aware that the majority of the current business models and the leadership styles that drive them isn’t working. It’s not sustainable, and it is failing in its critical role of helping Kenya transition into a sustainable future. It is, therefore, the right time for upcoming sustainable business leaders in Kenya to ask questions like “How can we bring value?”, “How can we create a culture of good, where people, planet and the bottom line thrive?” Embracing the principles of sustainability leadership is a process that requires patience, perseverance and effort over time to create a shift in perception, understanding and beliefs. Presently, the majority of our leadership approaches do not yield optimal outcomes because they are reactive. Kenya’s future calls for different! We have all that it takes to build higher-purpose corporate cultures and leadership methods that enable people to realize their potential while producing sustainable value.
