As a British cycling fan, I’ve been throughly enjoying the team’s continuing success in the Olympic velodrome. One of the remarkable characters is sprinter Jason Kenny, who has just picked up his 5th gold and is likely to get a 6th tomorrow, yet he could knock on my door the day after and I’d assume he was delivering a parcel. Kenny deliberately keeps a low profile, winning little between Olympics, before turning up every four years and destroying the field. Fellow 5-gold legend Sir Steve Redgrave is currently using his haul of medals to flog breakfast cereal – not sure I’ll see Kenny plastered across the aisles anytime soon.
It got me thinking about those companies who lead on Sustainability and make a big fuss about it and those who prefer to operate under the radar. Which is best?
Going public raises the stakes. Like a sports celebrity your every move will be scrutinised and assessed, sometimes fairly, sometimes not. This can be a powerful driver for continued change, and an inspiration to others, but it can lead to a focus on superficial, media friendly actions which are easily digested by the public. Body Shop is one company which bragged of its environmental principles and spent many years fighting off allegations of greenwash by investigative journalists.
For the last year I’ve been working with carpet tile giant Interface. The company has long been my choice for most sustainable large business in the world, yet they rarely trouble green business league tables compiled in the media (which may reflect the arbitrariness of the latter more than anything else). But it surprises me how many sustainability practitioners I meet who are only vaguely aware of Interface and its quite incredible Mission Zero programme. In many ways they are the Jason Kenny of Sustainability – delivering world class results while flying under the radar.
Which is best? Consumer-facing and/or high profile companies should probably lean towards the razzmatazz not least because many of their competitors will be doing so. But they will have to appreciate ‘tall poppy syndrome’ – the media will be watching them like hawks.
For lower profile or more specialist businesses, they are unlikely to get much high profile coverage simply because of the way the media works, and should focus on telling their story directly to the stakeholders who matter such as customers, potential employees and regulators.
I was going to say ‘horses for courses’, but, given my opening metaphor, ‘bikes for parcours’ may be more appropriate!
Photo © U.S. Air Force photo/Staff Sgt. Bennie J. Davis III