SBN Leadership Course 2020 Workbook

2020 Workbook Name Organisation The SBN Leadership in Sustainable Business Course Day 1 + 2 / 16 & 17 September, 2020

Welcome to the SBN Leadership in Sustainable Business Course 2020 Thank you for taking your first We build the capabilities within step with us! business people and their organisations. We collaborate to Sometimes this can be the most co-create the solutions we need. challenging step – committing to a Throughout this course you will get process of change. It’s one of the an insight into how that works, and things we learn about, support and how you can get involved. respect on our course. One of our aims is for you to go forward and This workbook provides you with inspire that step in others. all the information you need for this course. It contains reading 2020 has been an interesting year in preparation, our agenda and to say the least. Covid-19 has information about the people you really put a spin on things. Thanks will be engaging with. It’s also for your patience as we make, intended as a place for you to add and sometimes remake, all the your own notes for future reference. arrangements to ensure this learning I recommend you get this workbook experience as transformative as bound, read it from cover to cover possible. We want it to be one that and bring it along with you. will continue to develop and pay off for years to come. We are excited to embark on this journey with you! We’re excited that you are taking the time to deepen your knowledge Nga mihi, of sustainable businesses and work with us. Rachel Brown SBN has been going for 18 years. CEO and founder It has grown into New Zealand’s Sustainable Business Network largest and longest standing sustainable business organisation. Our network consists of hundreds of progressive organisations and individuals. Our works focuses on changing business systems around climate, waste and water. 1SBN Leadership in Sustainable Business Course 2020 Workbook |

Table of contents Welcome and introduction Your facilitators Objectives, outcomes and runsheet for course About this workbook Project plan Prep-activities + Task 1: Five minute think + Task 2: Prepare your pepeha + T ask 3: An introduction to models of ecological consciousness + Task 4: An introduction to Niki Harré + T ask 5: Get some inspiration from the sustainability classics Day 1 + C eillhe Sperath - Reconnecting with nature and indigenous knowledge + N iki Harré, Psychology for a Better World Day 2 + Systems thinking + Trust + The Big Shift + Sustainability frameworks 2SBN Leadership in Sustainable Business Course 2020 Workbook |

SBN Facilitators Rachel Brown [email protected] CEO and founder SBN Rachel has played a critical role in advancing sustainable business for almost 20 years. She is a regular presenter, collaborator and driver of action within NZ business. She provides strategic sustainability advice to a large range of government agencies and businesses, ranging from large corporates to small enterprises. In 2018 she was awarded the New Zealand Order of Merit for years of service to sustainable business. Andy Kenworthy [email protected] Communications and campaigns Andy has almost 20 years’ experience in journalism, fundraising and communications. His focus is on value shifting for global well-being. He holds a Master’s Degree in Language, Arts and Education and a Permaculture Design Certificate. Andy has been a lead writer on many New Zealand publications on sustainability and innovation. He’s also worked all over the globe for WWF, Greenpeace and other leading NGOs. Holly Leach [email protected] / 027 390 7480 Project and partnership manger Holly loves educating people, businesses and communities about sustainable practices. In recent years Holly led the development of the Now Crowd, SBN’s network for professionals in the early stages of their careers. She is also a project advisor for SBN’s Circular Economy and Climate Action programmes. She holds a Master’s of Sustainable Business and an undergraduate degree in Food Science from Otago University. 3SBN Leadership in Sustainable Business Course 2020 Workbook |

External Facilitators Dr Niki Harré University Lecturer, Auckland University Niki Harré is on the academic staff in the School of Psychology at the a of Auckland where she has taught social and community psychology since 1999. She is the author of Psychology for a Better World: Strategies to Inspire Sustainability. Her main research interests are in social activism and youth development. She has published more than 50 peer-reviewed articles and given more than 100 talks and workshops to community organisations on these topics. David Savage (Elevate) Leadership collaboration specialist, trainer and coach Dave has 16 years’ experience, operating NZ-wide coaching for leaders and teams to navigate uncharted territory towards their goals, growing their capability and potential as they go. He has extensive experience in brain- based leadership methodology and guides people in achieving their goals and making a practical difference. He also runs a number of deep-dive trainings each year, with an emphasis on life-long value and real-world practical application. 4SBN Leadership in Sustainable Business Course 2020 Workbook |

Course OBJECTIVES: Day 1 + Day 2 To build context and understanding of why it has come to this for our plan- et and the urgency to act. Simplify the complex. Why reconnecting humans with nature and taking a values based approach is necessary to achieve system change and tangible results. OUTCOMES FOR PARTICIPANTS: • Reconnecting with nature through indigenous knowledge and wisdom • Relating the challenge to your own values, others’ values and trust • Overview of the environmental and social challenges humans and the planet are facing • Introduction to systems thinking • Identify why the bigger picture must be understood to achieve truly impactful and meaningful change as individuals and as organisations. DAY 1 DAY 2 VALUES AND CONNECTION GLOBAL TO LOCAL CHALLENGE MORNING SESSION • Pepeha introductions • Systems thinking • Explanation of course • Urgency & need to connect with • Project plan business • C EILLHE SPERATH - • Trust Reconnecting with nature and • Eldeman Trust Barometer 2018 indigenous knowledge • Rebuilding trust AFTERNOON SESSION NIKI HARÉ – VALUES • E merging influencers (internal & external influencers) • Part 1 – Psychology for a Better World • B usiness case for sustainability • System transformation - Messages #1: Connections with - The big shift all cultures - Sustainability Frameworks - Accreditations & Labels - Message #2: Change appears - Doughnut Economics suddenly - Circular Economy - Sustainable Development Goals - Message #3: Finite vs infinite - Living Standards Framework games • SBN expert panel • Part 2 – How to ‘be’ as we play - James Griffin (Circular economy) for systems change - Phil Jones (Climate) - Georgi Hart (Water) - Message #4: Tales of Joy - Message #5: Don’t worry too much – be happy MOST of the time - Message #6: Be visible with your sustainability 5SBN Leadership in Sustainable Business Course 2020 Workbook |

Course OBJECTIVES: Day 3 + Day 4 Getting to grips with being a great leader. Grow a new capacity and the confidence to effectively influence individuals and businesses to achieve change in a sustainability context. OUTCOMES FOR PARTICIPANTS: • Understand the science of influence as it links to your own operating system as a leader, identify key areas to improve and key principles for collaboration • Use language to share your views and ideas without creating threat responses and know how to identify and overcome bias programmes that create change resistance. DAY 3 DAY 4 LEADERSHIP & COLLABORATION LEADERSHIP & COMMUNICATION MORNING SESSION • Leadership Qualities that • Owning your language to state Influence your case - Who you are - Neuroscience - Conflict and creativity - Influence, barriers, levers communication roadblocks - Language - E.I. Leadership competencies • Taking a solution-focused • Leading Sustainability - Areas of approach to problem solving influence - Neuroscience - What’s unique compared to - Six step solution tool other leadership landscapes? - Sustainability skillsets and competencies AFTERNOON SESSION • S ustainability within your • O vercoming bias (resistance) to business get people onboard - How it’s positioned - Sensory bias, - S.C.A.R.F Model - Cognitive dissonance - Relationships and influence - In-group/out-group bias - Positive illusions • Collaboration effectiveness - Taking it to the next level - Chaos and collaboration 6SBN Leadership in Sustainable Business Course 2020 Workbook |

Course OBJECTIVES: Learn how to use the sustainability tools and frameworks to build business Day 5 + Day 6 success so people and nature prosper. OUTCOMES FOR PARTICIPANTS: • Simplifying the complex. • U nderstand the steps to build (or build on) a sustainability strategy for your organisation through a own project plan • Understand the tools and frameworks that are available to you and which ones to use for your organisational needs. • Build a plan for your next steps as a sustainability leader DAY 5 DAY 6 PRACTICAL TOOLS AND FRAME- WALKING THE TALK WORKS MORNING THEORY SESSION - Sustainability planning overview - B ringing it all together in - Knowing your system practice – materiality, setting - Prioritisation goals, prioritising, impact - T he Sustainable Innovation measures Process - P ractice Pitch Good boss, bad - Adaptation Models boss - 7 Step Materiality Process - Certification - What do you need? - Systems, Reporting, Labels and - Ongoing learning Certifications - Time to prepare pitch AFTERNOON PRACTICAL SESSION • Amoeba PITCHING - S tyles of leadership. Using your • Next steps - ‘What’s next for your strengths. • Practice in action (examples of sustainability journey - What am I going to do businesses) • Run through project plan on Monday? - Have a plan to share 7SBN Leadership in Sustainable Business Course 2020 Workbook |

About this Workbook This Workbook and the accompanying training material has been developed by experts from the Sustainable Business Network to guide and support you through this Course. Each Course participant has their own workbook and it has been designed to ensure you get the most out of the course. It involves preparatory resources to further and deepen your knowledge. It is designed so that you it can be printed and for you to take notes. This way you can ensure you have a comprehensive and guided record of our work together. Alternatively, you may wish to save this Workbook as a pdf so that you can continue to work on it electronically throughout the Course. Project Plan SBN is an action-based, practical organisation. We pride ourselves on developing the skills and capabilities of people and business to lead change. Throughout these six training days you will work to develop a project to be carried out with your organisations. The concepts we cover and skills we aim to help you develop will support the success of your project. Below is the project plan we recommend working through, throughout the six days. We will be checking in regularly to ensure you are updating this. You will be sent this separately for you to fill out. On the final day, each participant will present their project to the group. 8SBN Leadership in Sustainable Business Course 2020 Workbook |

Preparation Task 1: Five minute think What are the thoughts, feelings and beliefs that may prevent you getting the most from the course? 1. 2. What can you do to remain conscious of them during the course and ensure they don’t restrict your progress? 1. 2. 3. Additional notes 9SBN Leadership in Sustainable Business Course 2020 Workbook |

Preparation Task 2: Prepare your pepeha New Zealand’s traditional indigenous value tradition – Te ao Māori – provides a unique framework for ecologically conscious life and work in the place in which we live. We will be exploring what that means for all of us throughout the course, through theory and practice. To kick this exploration off we are asking all participants to prepare to introduce themselves by way of a pepeha. Pepeha is a way of introducing yourself in Māori. It tells people who you are by sharing your connections with the people and places that are important to you. This website offers a complete guide and template to learn about pepeha and prepare your own. There’s also the Te Kete Tikanga Māori App, created by New Zealand Trade and Enterprise, which is available on the App Store and Google Play. This provides an introduction to Māori culture and some of its key phrases, customs and songs. Importantly, if the use of a pepeha does not feel authentic for you, because you identify with a different culture or tradition, we would invite you to prepare a formal introduction in the style and language of your own choosing. We recommend that in whatever introduction you choose to make you make reference to the same core values of connection to people and place. 10SBN Leadership in Sustainable Business Course 2020 Workbook |

Preparation Task 3: An introduction to models of ecological consciousness On our course we create opportunities to think and feel differently about sustainability and business. The Turning the Tide briefing, which was sent to you as a pdf, provides an initial survey of some of the ideas that SBN has begun to work with. Read the briefing and reflect on its contents in your Workbook. 1. If we see our work teams as a community of practise in some form of sustainable connectedness, what would that look like? a) What sort of things could we consider doing, or doing differently? b) How could we ensure we maintain these approaches over time? 11SBN Leadership in Sustainable Business Course 2020 Workbook |

2. How might we show up differently in meetings, and our everyday dealings if we kept ideas like this in the forefront of our minds? 3. How could we create a larger community of practise with some of these ideas in our business networks? a) How could we build this? b) What would be different? 4. How could we approach the events that we run differently with these ideas in mind? 12SBN Leadership in Sustainable Business Course 2020 Workbook |

5. Are there other approaches you would like to consider? a) What would be the most effective way of sharing them? But please do not let these questions limit you. Let your thinking wander far and go deep, so we can explore this fully together. Your further reflections: 13SBN Leadership in Sustainable Business Course 2020 Workbook |

Preparation Task 4: An introduction to Niki Harré Dr Niki Harré, is our guest lecturer on the afternoon of our first day together. Niki is a psychology professor at the University of Auckland, and the author of Psychology for a Better World, Working with People to Save the Planet and The Infinite Game: How to Live Well Together. We of course recommend her books, but for those of us with limited reading time, here’s Niki’s 15 minute video explaining some of her thinking. There’s space in your workbook for notes, observations or questions you might have when you meet her in person. Story worksheet – please complete this worksheet in advance of the session Thinking about your life now, what aspects of your life give you great joy? What is it about these aspects of your life that gives you joy? Thinking about your life as a whole, what aspects have given you the greatest sense of satisfaction and contribution? (These may or may not overlap with those aspects that give you joy.) 14SBN Leadership in Sustainable Business Course 2020 Workbook |

What or who has supported you in making the contributions you have? What barriers have you experienced to making a ‘better’ contribution? Please include barriers inside yourself as well as external barriers. If you had a magic wand and could make three improvements to Aotearoa/NZ right away, what would they be? Thinking about your story as a whole, what values do you think underpin a good society? Your additional notes: Your questions: 1. 2. 3. 15SBN Leadership in Sustainable Business Course 2020 Workbook |

Preparation Task 5: Get some inspiration from the sustainability classics Some of these were sent you to prior. Use these gaps to share your thoughts and any questions you may have. Annie Leonard The Story of Stuff Your reflections: William McDonough Cradle to cradle design Your reflections: Simon Sinek Start with why - how great leaders inspire action Your reflections: Al Gore The Case for Optimism on Climate Change (TED 2016) Your reflections: 16SBN Leadership in Sustainable Business Course 2020 Workbook |

More key concepts Your notes on: Doughnut Economics The Circular Economy The Sustainable Development Goals The Planetary Boundaries Framework The Living Standards Framework End of Pre-workshop prep. 17SBN Leadership in Sustainable Business Course 2020 Workbook |

Day 1 Workshop Values and connections Initial project ideas How we see our inter-connections with ourselves, business, society and nature 18SBN Leadership in Sustainable Business Course 2020 Workbook |

Ceillhe Sperath Reconnecting with nature and indigenous knowledge Your notes and reflections: 19SBN Leadership in Sustainable Business Course 2020 Workbook |

Global Challenge for 9 Billion 1. Put the problem/issue on the planet game. List those that resonate with you below… 2. Reflect how it makes you FEEL 3. Make connections between the problems (problems are all interconnected) 4. Pick one issue you might have a crack for you project 20SBN Leadership in Sustainable Business Course 2020 Workbook |

5. Look at the connecting issues and recognise how solving one contribute to solving others Connects to Connects to Connects to Connects to Connects to My Issue Connects to Connects to Connects to 21SBN Leadership in Sustainable Business Course 2020 Workbook |

Niki Harré Psychology for a Better World Aims for today 1. To identify your core values and the values we share 2. To consider how change works in complex social systems 3. To reflect on the structures we work within and how to use these imaginatively 4. To consider how to build creative responses to sustainability through positive approaches and modelling Key messages 1. Almost all people and all cultures value the relationships that ensure cooperation and protection of the natural world – it is a matter of making these values salient and bringing them into our practice. 2. Change often happens suddenly but only because so many people have worked towards it for so long. 3. Create tales of joy • If we create a Tale of Joy we invite people to participate in activities that benefit us all • A Tale of Joy involves accessing your own deepest values and being shown that these are shared 4. Learn to work imaginatively with finite games • Consider carefully which game you are drawing on both in your practice and in your messaging • Hold finite games lightly: - Finite games are always on probation - Finite moves can distract from the infinite game, they are not just ‘neutral’ or 4. ‘useful’ to attract people or organisations you feel are motivated by them 5. Don’t worry (too much), be happy (most of the time) • Positive environments and people inspire creativity, cooperation and openness to change • Aim for somewhere between a 3:1 and an 11:1 ratio of interactions or messages likely to induce ‘good’ feelings versus ‘bad’ feelings 22SBN Leadership in Sustainable Business Course 2020 Workbook |

• Whenever you present the bad news include a plausible message of motivational hope. 6. Be the change – an oldie but a goodie • Be visibly sustainable in your personal practices (this also increases your credibility) • Leave behavioural traces • Highlight positive examples of practice • Produce images of ourselves living a sustainable future • Consider the diverse identities of your audience and play to shared values - not ‘their’ values Your notes / reflections Additonal resources Key website: www.infinite-game.net, includes link to free online manual with most of today’s exercises. Books: Psychology for a Better World and The Infinite Game, available from the Auckland University Press website, RRP $30, free postage with the code INFINITEGAME. Also in bookstores. Positive approaches to environmental issues: https://conservationoptimism.com/conservationnow https://valuesandframes.org/ Social Labs project – examples of how to work across identities: https://social-labs.org/slr Contact Niki: n.Harré@auckland.ac.nz Your notes: 23SBN Leadership in Sustainable Business Course 2020 Workbook |

Day 2 Global to local challenge Problem ideas for your project: Systems thinking: Urgency and need to connect with business With the growing sense of urgency around the sustainability challenges we face, knowing how to inform yourself can be a daunting task. There are a plethora of articles, reports, podcasts, TED Talks, and books tackling some of the social and environmental issues of our time. But where to begin? Top tips from Rachel Brown on where to start: • The pre readings we sent out prior to this course… • Project Drawdown is shifting the larger global conversation on climate change from “doom and gloom” to a sense of opportunity, possibility, and hope for the future. • Igniting Inspiration: A Persuasion Manual for Visionaries (2008). A provocative book by communication expert John Marshall Roberts, who expects messages from company leaders and activists to inspire others to take action. • Capitalism: Creating the Next Industrial Revolution (1999), by Paul Hawken, Amory Lovins and Hunter Lovins, is about creating the next Industrial Revolution. • This Special Report on Global Warming of 1.5˚C was approved by the IPCC (Intergovernmental Panel on Climate Change). • The Stockholm Resilience Centre’s Planetary Boundaries looks at nine environmental limits and how they have changed since 1950. • Check out the work of Bill Reed and Cabal’s Caroline Robinson with new ways of working together. • The transition to a circular economy is key and the Ellen MacArthur Foundation works to inspire a generation to re-think, re-design and build a positive future circular economy 24SBN Leadership in Sustainable Business Course 2020 Workbook |

Your notes: Remember your problem. What more do you need to understand it? Trust Public trust in institutions and the economic system is in crisis worldwide, according to a new report. What business risks and opportunities are emerging from the turbulence? Edelman is a global communications marketing firm. It has been surveying people in 28 countries around the world on trust for 18 years. According to the 2018 Edelman Trust Barometer, employers have become the new ‘safe house’ in global governance. 25SBN Leadership in Sustainable Business Course 2020 Workbook |

Here are the main findings from the 2019 Edelman report: • Trust in the US has suffered the largest ever drop in the survey’s history. Trust among the general population fell nine points to 43 (out of a possible 100 points). Trust among the more informed public ‘imploded’, falling 23 points to 45, the lowest of any country surveyed. This is attributed to a staggering lack of faith in the US government. • At the other end of the scale, China tops the list for trust in both the general population (74 points) and informed public (83). • F or the first time, media is the least trusted institution globally. It is distrusted in 22 out of the 28 countries surveyed. This is mainly driven by a lack of trust in platforms such as search engines and social media. Sixty three percent of respondents say they don’t know how to tell good journalism from falsehoods. • Voices of authority are regaining credibility, with faith in technical experts and academics on the rise. • T he most trusted sectors are technology, education and professional services. The least trusted sector is financial services. • C EO credibility has risen sharply over the past year. Nearly two-thirds of respondents say they want CEOs to take the lead on policy change instead of waiting for government, which now ranks significantly below business in trust in 20 countries. Your notes on impact of Covid 19: 26SBN Leadership in Sustainable Business Course 2020 Workbook |

Building trust in turbulent times The Edelman Trust Barometer 1. How do you relate to some of the feelings expressed? 2. Who do you trust and not trust in the groups mentioned? 3. What do you think this means for you professionally – what is your role in building and maintaining trust? 4. What do you think this means for your business – what are the main ways in which it builds and maintains trust? 27SBN Leadership in Sustainable Business Course 2020 Workbook |

Emerging leaders – engaging millennials A new generation of young ‘sustainability minds’ are entering the workplace. They will create a powerful generational shift in sustainable business. “Millennials work for a purpose, not a pay check’’ (Forbes, 2014), and soon, millennials will make up the majority of the workforce. How can current business leaders engage young employees in their strategy? Check out SBNs The Now Crowd. 28SBN Leadership in Sustainable Business Course 2020 Workbook |

Business drivers for sustainability Your notes: 29SBN Leadership in Sustainable Business Course 2020 Workbook |

The Big Shift: Adaptation model for systems change ‘The Big Shift’ is an approach to business developed by Forum for the Future (UK), one of the world’s leading sustainability organisations. It’s based around a series of practical actions that can shift a system – a city, a sector or an economy – onto a more sustainable path. We believe that many of the systems we rely on – such as food, transport and energy systems – aren’t working. We need to change these systems to make them more resilient, more equitable and able to continue into the future. We need to find practical ways to address this – which is where The Big Shift will help. Additional resources https://www.forumforthefuture.org/Handlers/Download. ashx?IDMF=5092e413-2f97-43bf-bd7f-9f770d213ce8 Your notes: 30SBN Leadership in Sustainable Business Course 2020 Workbook |

Sustainability Frameworks Definition of sustainability • Sustainability (literally): ‘The capacity to endure’. • Usually used in a qualitative (positive) sense. It implies thriving, wellbeing, or strong mauri or ‘vitality’. • “Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs.” – Brundtland report, 1987. 31SBN Leadership in Sustainable Business Course 2020 Workbook |

1. The UN Sustainable Development Goals The Sustainable Development Goals (SDG’s) were developed in 2015 by the UN and are a universal call to action to end poverty, protect the planet and ensure that all people enjoy peace and prosperity. It is a multi-stakeholder approach and includes 17 goals with the ability to report to 230 individual indicators. How can your business benefit from implementing these goals? Additional resources https://www.un.org/sustainabledevelopment/development-agenda/ https://www.youtube.com/watch?v=0XTBYMfZyrM&feature=emb_title 32SBN Leadership in Sustainable Business Course 2020 Workbook |

2. Doughnut Economics Kate Raworth’s Doughnut Economics: Seven Ways to Think Like a 21st- Century Economist sets out seven key ways to fundamentally reframe our understanding of what economics is and does. Along the way, Kate points out how we can break our addiction to growth; redesign money, finance, and business to be in service to people; and create economies that are regenerative and distributive by design. Additional resources • SBNs has summarised some of the key points of Doughnut economics • Watch Kate Raworth’s great 17 minute video explaining doughnut economics. • Pressed for time? Check out this 4 minute Oxfam video introducing it. 33SBN Leadership in Sustainable Business Course 2020 Workbook |

3. The low carbon circular economy The world’s dominant economic model can be characterised as ‘take, make and waste’. The circular economy offers a truly sustainable alternative. In a circular economy resources are never abandoned to become waste. Products are designed to be safe and easy to manage in cycles of production and reproduction. They flow safely and easily in and out of our homes and businesses. This approach will drastically reduce our ecological impact, including greenhouse gas emissions. There’ll be little or no stray materials polluting the countryside, seas or atmosphere. To take just one example, more of the products we buy would become services. You might not own a car, power tools, even your clothes. You might just pay for them to be provided to you, and repaired or replaced when the need arises. Changing the way we make and use things will mean we can maintain and improve our standard of living. We can protect and restore the natural world. We can live abundant, healthy, happy and more equitable lives. 34SBN Leadership in Sustainable Business Course 2020 Workbook |

3. The low carbon circular economy Additional resources • Looking internationally, the Ellen MacArthur Foundation works to inspire a generation to re-think, re-design and build a positive future circular economy • SBNs Product Stewardship project • SBNs Plastic Packaging Innovation project 35SBN Leadership in Sustainable Business Course 2020 Workbook |

4. The Living Standards Framework The Living Standards Framework (LSF) represents the Treasury’s perspective on what matters for New Zealanders’ wellbeing, now and into the future. The LSF is a flexible framework that prompts our thinking about policy impacts across the different dimensions of wellbeing, as well as the long- term and distributional issues and implications. It is NZ’s first living standards budget. Additional resources https://treasury.govt.nz/information-and-services/nz-economy/higher- living-standards/our-living-standards-framework 36SBN Leadership in Sustainable Business Course 2020 Workbook |

Cohort activity – exploring a framework Description notes What is it best suited to? Strengths? Weaknesses? Is it useful to your business? Your pitch notes 37SBN Leadership in Sustainable Business Course 2020 Workbook |

SBN Expert Panel Georgina Hart – Water Your notes Your questions James Griffin – Circular Economy and Waste Your notes Your questions Phil Jones – Climate Your notes Your questions 38SBN Leadership in Sustainable Business Course 2020 Workbook |

5. Amoeba This is useful for looking at leadership in sustainability. In terms of influencing systems through sustainable innovation there is Alan AtKisson’s Amoeba Model. It is a simulation role-playing game used to understand the different players in your organisation. Additional resources How to be a more effective agent of change. 39SBN Leadership in Sustainable Business Course 2020 Workbook |

Other frameworks worth knowing… 6. Planetary Boundaries The Stockholm Resilience Centre’s Planetary Boundaries looks at nine environmental limits and how they have changed since 1950. The boundaries range from climate change to freshwater use and land system change. 40SBN Leadership in Sustainable Business Course 2020 Workbook |

7. Regenerative Design The process of regeneration is looking further than sustainability. It is about processes that restore, renew or revitalize their own sources of energy and material. It is a whole systems approach that aims to create resilient and equitable systems that ensure people and nature thrive. Additional resources • Designing Regenerative Cultures • The Regenerative Design (R)Evolution 41SBN Leadership in Sustainable Business Course 2020 Workbook |

Reflect Your final reflections for Day 1 and 2 42SBN Leadership in Sustainable Business Course 2020 Workbook |

Additional Learning: Te ao Māori The puna, spring and five dimensions of energy: 1. W hakapapa (genealogies) 2. Wairua (spirituality) 3. Mana (inherited and endowed authority) 4. Mauri (life-force) 5. Hau (reciprocity). 43SBN Leadership in Sustainable Business Course 2020 Workbook |

Summary of the five energies and touchstone practices Whakapapa (Genealogies) 1. Create time for relationship building, especially when new people start. 2. Honour the network of relationships each person brings with them. 3. Weave people’s family into the workplace, which includes supporting people with their service, commitments and needs. 4. Integrate organizational systems, policies and procedures to support community building. 5. Respect all, even those who have left the work family, as they have not left the community (in the world). Do not speak ill of them. 6. Weave people around a shared purpose, of what they are seeking to achieve as a group. Wairua (Spirituality) 1. Take time for reflection to connect to one’s spiritual source. This can be done through connecting with the group and sharing through prayer and song. 2. Observe how thoughts, actions and intentions permeate one’s own spirituality. 3. Encourage prayer and song in whatever form that takes, to support the higher intentions of the group. 4. Create opportunities for people to connect in a spiritual way and contribute meaningfully to the whole, the organization and the community. 5. Empower people to develop their inner compass, integrity and conviction to help them answer the question, How do I know what is right and just in this situation? Mana (Inherited and endowed authority) 1. Recognise that managers and leaders stand in the power of the authority of the ancestral, tribal and family connections of the people who work for the organization. 2. In conflict situations consider the innate authority of the person, whilst honouring one’s own, and search for win-win outcomes. 44SBN Leadership in Sustainable Business Course 2020 Workbook |

3. Accept and respect that all people have their own innate authority – create the conditions so this can flourish in others, in a spirit of generosity. 4. Encourage the release of a person’s potential through training, 5. Always seek to enhance the collective. 6. Be in integrity, about making and keeping promises. 7. Seek the guidance and wisdom of a mentor or elder in the tribal/local community. Mauri (Life-force) 1. Nurture awareness of the life-force. 2. Encourage people to be straightforward and honest about their problems. 3. Encourage people to act with integrity at all times. 4. Encourage a loving, caring approach in the organization. 5. Clear up any issues in the organization before they fester. 6. Respect the intrinsic worth of each person. 7. Bring everyone together once a week to look at the organization’s purpose, address any issues that need clearing, and recognize achievements and significant events. Hau (Reciprocity) 1. Nurture a culture of reciprocity through sharing and contributing. 2. Adopt a healthy approach to competition and promote opportunities for collaboration and cooperation. 3. Be mindful of impacts on the environment, seeking to give back, care for, and contribute to the well-being of the environment. 4. Value the unique gifts of each employee. 5. Encourage a sharing and exchange ethos, such as shared meals, celebrating events. 6. Cultivating a healthy approach to money through nurturing reciprocity. 45SBN Leadership in Sustainable Business Course 2020 Workbook |

Your notes: 46SBN Leadership in Sustainable Business Course 2020 Workbook |