1. Change Leadership & Innovation
CSR Change Tips - 1:
Developing a network of CSR champions
www.appetiteforchange.net/en
2. Human Risks in CSR Initiatives
Signs
ďą
ďą
ďą
ďą
ďą
ďą
Demotivation
Insecurity
Rejection, resistance
Delays in implementation
Misunderstandings
People going from enthusiasm to
disappointment and frustrations
ďą âŚ
Possible causes
ďą CSR benefits not well understood
ďą CSR objectives and vision insufficiently
shared
ďą Weak sponsorship
ďą Poor communications
ďą New necessary skills not acquired
ďą Stakeholders not involved enough in
designing CSR policies
ďą âŚ
Leading change in CSR initiatives: generating buy-in, managing people risks
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4. The CSR champions will contribute to lead the CSR change in
the organization:
1
Establishing the sense of urgency
2
Creating a guiding coalition
3
Communicating the CSR vision
4
Empower CSR actions
5
Generate ealry CSR successes
6
Demultiply and anchor CSR in the organization
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5. The CSR champions are ambassadors of the change that the
CSR leader(s) wish(es) to implement
CSR leader
CSR leader
Project Team
Site/dept
Site/dept
Site/dept
Site/dept
Stakeholders Site/dept
Site/dept
Site/dept
Site/dept
Site/dept
Site/dept
CSR champions
â˘
They form a team, share a vision, objectives and practices
â˘
They reinforce the link between the CSR leaders and the rest of the
organization
â˘
They boost and facilitate the CSR initiative in their respective areas
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6. For example, a CSR champion in a banking group,
covering a regional area, can:
ď˛
Share with the local staff the reasons and content of the CSR initiative in a
much more interactive and personal way than through corporate
communications (both ways of communication complete each other well)
ď˛
Motivate and help colleagues to identify CSR actions particularly relevant
locally and share this experience within the CSR champions network
ď˛
ď˛
ď˛
Train (or contribute to train) the local staff in CSR practices
Challenge people in acting CSR
âŚ.
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8. First Steps to Set Up the Network
1. Define role, profile and means:
o Ideally agree with line managers on a x% of time for the CSR champion to
spend on her/his CSR tasks (assuming the person has a non CSR-related
full-time role)
o Prepare a pitch to sell the CSR champion
2. Appoint champions:
o Start small: with a 20 champions max team
o Voluntary basis preferred
3. Train the champions:
o Teambuilding
o Assess CSR skills
o Train in CSR and change management
4. Empower champions:
o Involve them in the development of company specific CSR tools
o Define and share together a CSR vision, an image of success
o Assign responsibilities and freedom, opportunities of action
www.appetiteforchange.net/en
9. Letâs discuss the change management challenges in your CSR
initiative
What organizational and behavioural changes will occur through the CSR policies ?
Who are the stakeholders, groups impacted by the CSR policies?
On a scale of 1 to 10 , how would you assess:
-The CSR project/initiative benefits?
-The attractiveness (of the initiative) for the key stakeholders ?
-The forces of resistance to change?
christophe@appetiteforchange.net
www.appetiteforchange.net/en
10. Letâs discuss the change management challenges in your CSR
initiative
What organizational and behavioural changes will occur through the CSR policies ?
Who are the stakeholders, groups impacted by the CSR policies?
On a scale of 1 to 10 , how would you assess:
-The CSR project/initiative benefits?
-The attractiveness (of the initiative) for the key stakeholders ?
-The forces of resistance to change?
christophe@appetiteforchange.net
www.appetiteforchange.net/en