My then-client Nick Lakin and I wrote and published our Book ‘Corporate Community Involvement – The Definitive Guide’ for Greenleaf and Stanford University Press in 2009/2010. The final chapter was about how to instigate #change and #transformation inside the company towards sustainable business practice.
We were honored to interview for that chapter Dr. Mark Wade, who,
with his passion for developing responsible leadership, had been Shell’s Head of Sustainable Development Policy, Strategy & Reporting until 2003 and then Shell’s Head of Sustainable Development Learning within the company’s Leadership Development Group until 2006. In those two positions, he was recognized internally and externally as a key player and architect of Shell’s Sustainability journey. Until his retirement in 2006, Mark was also Shell’s Liaison Delegate to the World Business Council for Sustainable Development and Chairman of the Business Network of the European Academy for Business in Society (EABIS – nowadays ABIS), where he later became a member of the Supervisory Board.
Coaching a client recently on leading intersectoral partnerships in sustainability innovation, I found myself drawing on and recommending this interview again – ten years later, I find it has lost none of its relevance; quite to the contrary. There are so many gems in there; really every single aspect you need to cover for the complete process.
So I am posting it here for the first time as a free excerpt from our book – over four pages of interview, enjoy the opportunity of learning directly, step-by-step and very hands-on from Mark Wade about how he worked a.o. with Scharmer’s Theory U and Wilber’s Integral Model of Change to combine, as he writes himself, “both the ‘hard-wiring’ (reporting, governance, key performance indicators, systems and processes) and the ‘soft-wiring’ (winning the hearts and minds of leaders) to generate the ‘will, thrill, skill of sustainable development’ “.