
Why leaders should learn to value the boundary spanners
Entrepreneurial talent who work with other teams often run into trouble with their managers. Here are ways to get the most out of your ‘boundary spanners’...
by Knut Haanaes Published February 3, 2025 in Brain Circuits • 3 min read
The shift to net zero will require senior leaders to make tough decisions – which businesses they want to buy, sell, or close, and which new products and services to develop. CHROs must encourage the C-suite to have the courage of its convictions and to focus on the long term, even when short-term ROIs fall short of expectations.
Â
Many significant sustainability gains will come from working with new partners and suppliers across the value chain. CHROs can be instrumental in forging and managing these relationships.
Â
CHROs have access to a range of tools to help them prepare the workforce as the organization seeks to operationalize its net-zero strategy. To close skills gaps, it may be necessary to retrain staff, refresh recruitment and retention strategies, and retool incentive schemes around sustainable behaviors.
Â
Remuneration structures that reflect efforts toward reaching net zero emphasize the organization’s commitment to transformation and align that commitment with the interests of staff.
Â
The CHRO must curate the business’s public image as an employer of choice. It’s important here to understand how the current workforce perceives the organization, both good and bad. Employees can be powerful influencers in setting public opinion of the organization and, if handled correctly, can be great ambassadors for the next generation of hires.
Â
A succinct and convincing EVP is a constructive way to attract the people needed to drive the organization’s sustainability effort.
Â
Persuading colleagues to think and act differently is rarely straightforward. By engaging closely with the development of the strategic vision for net zero, CHROs will bring the business a key advantage when it comes to managing the execution.
Lundin Chair Professor of Sustainability at IMD
Knut Haanaes is a former Dean of the Global Leadership Institute at the World Economic Forum. He was previously a Senior Partner at the Boston Consulting Group and founded their first sustainability practice. At IMD he teaches in many of the key programs, including the MBA, and is Co-Director of the Leading Sustainable Business Transformation program (LSBT) and the Driving Sustainability from the Boardroom (DSB) program. His research interests are related to strategy, digital transformation, and sustainability.
July 3, 2025 • by Eric Quintane in Brain Circuits
Entrepreneurial talent who work with other teams often run into trouble with their managers. Here are ways to get the most out of your ‘boundary spanners’...
July 2, 2025 • by Susan Goldsworthy in Brain Circuits
When we feel stressed, we’re more likely to operate from a place of fear and fall back on a mindset that is fixed, judgmental, and focused on polarities – behaviour that soon...
July 1, 2025 • by Gopi Kallayil in Brain Circuits
Artificial intelligence is perhaps the most far-reaching technology ever created. Google’s AI business strategist Gopi Kallayil recommends asking yourself three key questions regarding your business strategy and identifies three AI capabilities you...
June 30, 2025 • by Sunita Sehmi in Brain Circuits
Many leaders feel compelled to motivate their teams to perform by being highly solutions-focused – but learning rather than directing often leads to better results. Consult the following checklist to guage whether...
Explore first person business intelligence from top minds curated for a global executive audience