CSR initiatives: developing a network of internal CSR champions. Tips from a change management perspective

1. Change Leadership & Innovation
CSR Change Tips - 1:
Developing a network of CSR champions
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2. Human Risks in CSR Initiatives
Signs
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Demotivation
Insecurity
Rejection, resistance
Delays in implementation
Misunderstandings
People going from enthusiasm to
disappointment and frustrations
 …
Possible causes
 CSR benefits not well understood
 CSR objectives and vision insufficiently
shared
 Weak sponsorship
 Poor communications
 New necessary skills not acquired
 Stakeholders not involved enough in
designing CSR policies
 …
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
•
They form a team, share a vision, objectives and practices
•
They reinforce the link between the CSR leaders and the rest of the
organization
•
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:

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)

Motivate and help colleagues to identify CSR actions particularly relevant
locally and share this experience within the CSR champions network
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Train (or contribute to train) the local staff in CSR practices
Challenge people in acting CSR
….
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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
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9. Let’s 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. Let’s 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