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This change is an outcome of the BC government’s GHG Reduction Targets Act which sets an aggressive green house gas (GHG) reduction target for the provincial public sector − this includes all public schools, colleges, universities, health authorities, Crown corporations and other public sector organizations.

In addition to having to achieve a zero net release of GHG emissions, these organizations are required to report on their emission levels, the actions taken to reduce their levels and plans for continuing to reduce these levels. This effort requires the participation of people at all levels of each organization to identify and make changes.

“This is a significant externally mandated change − impacting organizations and people all across British Columbia,” explains Sheila Bouman, Navigo, Principal. “By mandating this change, the BC government is ‘walking the talk’ and demonstrating its commitment to a greener future. Leaders within impacted organizations have a choice on how they work with their people to meet this mandate.”

For some leaders, externally mandated change is a ‘no-brainer’. They will tell their staff that there is no option but to comply. To achieve results, they may make tangible investments to replace old equipment with new energy efficient equipment and switch to greener supplies and technology. If people or projects are delayed or unsuccessful, often leaders end up repeating the mandate over and over again until there are enough results to satisfy the mandate. While this approach may contribute to GHG reduction, it misses an opportunity to really engage the hearts and minds of employees in the province’s strategic intention to be a green province. A different approach demonstrates real leadership.

“I believe that all change provides an opportunity to develop and demonstrate great leadership,” shares Sheila Bouman. “To really be successful with any change, even mandated changes, great leaders use their role to build long-term commitment, not just compliance. They focus on establishing an environment where people innovate, create and own the changes required to sustain success.”

Recently, Navigo worked with leaders in a large BC Crown corporation to help build ownership and commitment to energy conservation across the company.

There are five visible results that signal real commitment to the changes:

1. Executive leaders are aligned around clear GHG reduction targets, roles and accountabilities
2. Funding has been dedicated to design and implement specific facility, technology, and process improvements and behavioural change programs.
3. People are in new roles, responsible to engage management and employees to plan and implement these improvements.
4. Employee initiated conservation teams are actively encouraging behavioural changes with their peers.
5. Leaders at all levels are open to coaching and support on how to constantly improve the way that they model conservation.

 Although there is more work required to fully implement the strategy, our client has build a strong foundation for a multi-year approach that is already seeing individual employees demonstrate true commitment to conservation – not because they have to, but because they believe in it, and they know that their leaders do as well. ‘’When employees feel ownership of the changes, then organizations not only meet the mandate but may discover that their people are motivated to and capable of doing even more.”

These results are possible as a result of a planned approach to building commitment. The phases followed on this project can be adopted by any organization interested in truly leading the implementation and adoption of the conservation mandate with their people:

• Build a critical mass of leaders that understand the mandate and its implications for the organization. Bring facts, examples, and stories forward that stimulate strategic and potentially challenging conversations at the very top of the organization.
• Agree which leader will champion the development of an approach to fulfill the mandate, a strategy that aligns with the organization’s business goals and values.
• Involve a sub-set of the leaders to develop the strategy that focuses on tangible changes as well as behavioral change, and how they can be integrated. Take time to explore different scenarios to really understand what approach will work best in order to create long-term improvements.
• Test the preferred scenarios with the people who may be required to help implement the approach. Help these key participants understand the mandate and implications. Seek and use their input to refine the approach, and to secure their active and ongoing support.
• Identify and address organizational factors that will help (i.e. adequate funding) or hurt (i.e. contradictory processes or practices) the successful implementation of the strategy.
• Build broad understanding of the mandate, strategy, and the role each person needs to play to ensure success. Provide tools and skill development to help people be successful with their part in the strategy.
• Share stories about progress and accomplishments. Quickly address delays or issues.

Whether it is conservation or a different mandated change, it does provide executives and managers another opportunity to demonstrate great leadership. By taking the time to work together to understand and connect with the mandate, leaders are on the right track to building commitment in their organizations.

We would love to hear from you about your thoughts this article or about mandated change in your organization. We are available for a no obligation consultation to learn about your business and some of the change challenges and opportunities you face. We can be reached at