The five links are a way to think of ESG systematically, not an assurance that each link will apply, or apply to the same degree, in every instance. Some are more likely to arise in certain industries or sectors; others will be more frequent in given geographies. Still, all five should be considered regardless of a company’s business model or location. The potential for value creation is too great to leave any of them unexplored.
To attract top talent in today’s market, companies need to upgrade their recruiting skills, and their culture. Here are 4 key insights:
1. Companies can’t just adopt 21st-century job titles; they need 21st-century working practices and a company culture to match.
2. Today’s top talent wants meaningful work, opportunities to develop and grow, and flexible working conditions.
3. Employers can’t wait for new talent to find them; they have to go after the best candidates.
4. To attract and retain new talent, including diverse hires, companies need to work on organization-wide culture change or create silos where new cultures and talent can flourish.
Growth is a journey that requires the entire business to constantly adjust, optimize and execute, but it starts at the top. Only when the CEO, C-suite, and business-unit leaders have the right mind-set can leaders hope to drive growth across the business.
Growth is the number one, two and three priority.
A new survey by McKinsey highlights what separates growth leaders from the pack. Here are the seven statements that reflect the convictions of today’s growth leaders:
1. I'm all in
Always put growth first. Growth leaders put growth at the top of every agenda, from board meetings to performance reviews.
2. I'm willing to fail
Make plenty of bets. Growth leaders make more growth bets than their peers. They create a portfolio of initiatives, protecting the necessary resources and funding.
3. I know my customer as a person, not as a data point
Growth leaders are resolute, however, in putting the customer at the center of all their decisions. An executive at a global apparel brand admitted, “Whenever I’m in meetings and being presented with options to decide on, my first question is "What’s in it for the customer?"
4. I favor action over perfection
Act on “good enough” insights. Good data are crucial for good decisions, but growth leaders value speed over perfect insights. They don’t wait for perfect data. Instead, they use the data they have to make a thoughtful decision, pursue it vigorously, and then reevaluate based on results.
5. I fight for growth
Break down internal barriers. Growth is a team sport, but functional leaders often jealously guard their turf, which undermines many promising initiatives. Growth leaders actively seek out the conflicts and eliminate them. They break down silos, diffuse turf battles, and provide support for strained resources to clear the path for their teams to deliver.
6. I have a growth story I tell all the time
Infuse the business with purpose. Growth leaders know that purpose is power and that communication is about more than "the what" of growth; it’s "the why". Articulating a purpose that goes beyond brands, categories, and businesses is an effective way that growth leaders rally the whole organization.
7. I give control to others
Build up people’s growth muscles. Growth leaders invest more time in formal and informal training for growth, covering not just functional and leadership capabilities but also mind-sets.
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