The climate emergency affects all of us, and managers must play their part in setting their organisations on a sustainable path. But it’s also throwing up a raft of new, thorny management challenges.
We talked to a number of managers, HR and employment experts, and even climate activists, to surface some emerging management challenges in an era of climate change.
1. What if one of my team is involved in climate activism in their time off?
This issue blew into the open in January 2023 when the research scientist Rose Abramoff was fired from her job in the US after being arrested for taking part in a climate protest. She later wrote an OpEd in The New York Times, entitled: “I’m a scientist who spoke up about climate change. My employer fired me”.
You might not have encountered this issue directly yet, but chances are it’s bubbling away in many workplaces. So what are the implications for managers?
Basically, a manager doesn’t usually have a right to dictate what a member of staff does after they clock off, but there may be grounds to intervene if what they are doing is illegal or damaging to the company’s brand.
Beverley Sunderland, managing director at Crossland Employment Solicitors, says: “If they break the law or are identified as an employee of the company whilst causing a public nuisance then they are potentially bringing the company into disrepute.”
2. I thought we were a climate-conscious workplace, so why is staff feedback so negative about our green credentials?
Organisations are often very good at publicising their green credentials, but most have been slow at taking any real steps to improve their impact on the environment. With so much information available about climate change as well as the steps you can take to mitigate and/or adapt to its impact, managers should assume that their colleagues and team members are doing their homework on the organisation’s environmental credentials.
Jeremy Campbell, CEO of leadership and training company Black Isle Group, says that managers must give “a clear sense of purpose” about what the organisation – and the people working in it – are doing.
Campbell shares the example of Volvo. This was a brand associated with polluting, diesel-guzzling engines. But in 2021 the company made a commitment to make only electric vehicles by 2030. It was a big, bold statement – some might say too little, too late – but at least it was clear about the action it’s taking to make a difference, not just greenwashing the public with vague promises.
Now, says Campbell, “anyone working for Volvo understands what their purpose is, what they're trying to do. You have to be clear about what your environmental policy is and demonstrate that commitment through actions, not just words.”
3. How do I manage a team where there are differing views around climate change?
There are fewer “climate change deniers” around these days, but there’s still a spectrum of opinion about how urgent the situation is. These views can easily spill over into workplace conflict.
What if a sales manager lands a new contract only for a colleague to raise concerns about the new client’s environmental track record? Or if a team member refuses to attend an important overseas conference because of the air miles involved?
Constructive debate can be a healthy part of a climate-engaged workforce, but climate change can be an emotive and divisive topic.
Each issue will bring its own management challenges, and will need sensitive handling, but, Sunderland says, it’s important that any organisation has policies that apply to all employees, irrespective of their beliefs. “They should make it clear to all employees that they are entitled to their own views, but that in the workplace no employee should express views in a way which would be considered offensive to others who have different views.”
4. I banned discussion of climate change in the office. Now an employee is threatening legal action. Should I be worried?
Belief in man-made climate change can be what’s known as a “protected characteristic” under the Equality Act 2010, according to Sunderland. But if there is a clear company policy that has good reason to ban discussion of a topic, then managers have the right to discipline a member of staff for breaking those rules.
When at work, employees must act in a way that does not upset or offend others who have a different view on any subject, or harass them in respect of this view. That includes any comments made outside of work, especially if it is clear who their employer is.
5. What if I become aware of a team member advocating strong views about the climate on their personal social media?
Talking to managers and experts, this is a question on many people’s minds. It requires clear policies, sensible and sensitive management, and good communication
Again, employees expressing their beliefs on social media isn’t a problem in itself – but a line is crossed when those views either break the law or risk damaging the reputation of the company.
Sunderland: “If outside of work their views cross a boundary of being reasonable, then a manager should sit them down and explain that having their own strong views is not a problem but that as they are clearly identified as an employee of the company on social media, they need to ensure that their views are put across in a way that is not offensive or they risk bringing the company into disrepute.”
6. How can we maintain positive employee engagement when some team members are unhappy with our climate policy?
Tom Lakin is practice director of the consultancy Resource Solutions. He says more and more managers and employees are going to be experiencing the impacts of climate change directly rather than just reading about in the media, possibly for the first time.
A good starting point is simply to listen to employees’ concerns, says Lakin. Employment engagement surveys are a useful tool to get an insight into the most pressing issues affecting team members right now. And don’t just ask how employees feel; ask for their views on what steps could be taken. This can make employees feel valued and engaged.
7. What if my company’s pension scheme is invested in fossil fuel investments and a team member is complaining?
This may sound like a small, technical issue, but if you don’t handle it right, any unhappiness could easily spread.
Put simply, an employee has every right to question the company’s choice of pension scheme provider and a responsible manager will engage that person in a constructive conversation about their concerns.
Sunderland advises leaders to invite them to express their concern “in a reasonable and professional manner” and discuss alternative “ethical” investment options that might be available.
Again, it’s about showing that you’re genuinely listening. “Give them the details of a pension trustee to write to, to express their concerns. There are a growing number of pension schemes that do not invest in fossil fuels.”
8. How do you provide a safe work environment during an extreme weather event?
You only have to look at last summer’s extreme heat and drought in the UK or the freezing temperatures experienced across the US this winter for evidence of how climate change is now affecting where, when and how we work.
As such events become more frequent, workplaces may have to adapt to make sure staff are working in a safe environment. Lakin says it could be a case of giving staff more flexibility over where and when they work – something that is already common practice since Covid.
“It’s about inspiring that change mentality within your teams, and innovative problem-solving,” he adds. “We're seeing new ways of leadership being supported by things such as virtual and augmented reality. That can help managers imagine what it's like to actually be in a scenario where our home or office workspace is no longer safe. That can help us from a change management mindset perspective.”
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9. We’re struggling to hire fresh young talent – will selling our green values help?
A survey from Deloitte found that 28% of respondents born between 1997 and 2012 listed climate change and safeguarding the environment as their top concern.
Failing to have a strong policy on sustainability and the climate crisis could mean that your best talent will look elsewhere for a role.
Lakin: “If I'm an in-demand talent and you want to appeal to me, chances are sustainability is likely to be a significant factor in whether I apply or not. Managers may think it's a niche topic, but if you are trying to tap into future talents, it should be high on your agenda.”
10. Finally, how do we get staff buy-in for our green policies?
As we’ve discussed already, you should be engaging with and listening to your people throughout your journey to more sustainable business. Transparency and communication will be the bedrock of policies that stand the test of time and scrutiny.
Campbell says that organisations sometimes make the mistake of pushing new policies on employees. They’ll announce a set of objectives without explaining why it matters to the company – or to them as valued members of the team.
“Employees need to develop ownership of a goal, as opposed to being told what their goal is,” he says. “It's all about explaining the purpose of the business and helping team members play a role in that.
“It’s about employees turning up to work on a Monday, feeling like they can actually add some value to the business as opposed to just doing what's asked. That's not engagement, that's just surviving.”