Moving Beyond Net Zero to Nature Positive

Learned a lot lending an editorial hand here:

Boston Consulting Group, November 28, 2023

by Michel Frédeau, Torsten Kurth, Arun Malik, and Marine Swaab




On December 19, 2022, some 195 countries adopted the Kunming-Montréal Global Biodiversity Framework (GBF) aimed at halting and reversing the global decline of nature and biodiversity. The GBF established 23 targets, including those focused on the protection of freshwater and other ecosystems and the disclosure of biodiversity impacts by companies.

Nature is also at the heart of the COP28 agenda, with thematic programming that includes creating nature-positive cities, protecting and restoring marine and coastal ecosystems, and more.

The private sector will play a vital role in achieving the targets of the GBF. This means working to become nature positive—ensuring that the sum of an organization’s actions and impacts on nature will contribute to the reversal of the global decline in biodiversity by 2030, followed by full recovery by 2050. As our interviews with business and other leaders acting on the tenets of the nature positive movement indicate, the need to expand these efforts is pressing, and the financial first-mover advantage is likely considerable. We lay out an action plan for leaders to seize that advantage. Read the rest here.

Diversity Nudges

Learned a lot lending an editorial hand here:

MIT Sloan Management Review, November 21, 2023

by Paola Cecchi-Dimeglio

Roy Scott/Ikon Images

Despite their commitments to diversifying their workforces, many companies continue to struggle with attracting, hiring, and retaining employees from underrepresented groups.

Achieving workplace diversity is not easy, but leaders can target, address, and nudge specific data points and thoughtfully incentivize behaviors that support it. These interventions are often small, easy to implement, and inexpensive, but when they are applied to choices, processes, and organizational levers in the attraction, recruitment, onboarding of people and along the employee path cycle, they can help make a workplace more diverse and inclusive.

Nudges That Attract Diverse Talent

The conversion rates (CRs) at one e-commerce giant were below target within certain segments of shoppers, including lower-income people of color and middle-income LGBTQIA+ people. Meanwhile, the company’s primary competitor had successfully hired more women, Black and Latine people, Pacific Islanders, and LGBTQIA+ persons in marketing, behavioral analysis, and other roles, and their diverse perspectives were translating into higher CRs.

The company launched a major campaign to attract diverse talent. It engaged a search firm that cast a national net and ran print and digital ads that highlighted the company’s commitment to diversity and inclusion. Then leadership sat back and waited for those diverse candidates to appear. Views of the online job posting peaked around three and a half weeks after the advertising blitz but flatlined by the seventh week. Fewer than 11% of site visitors applied for a position. Only three applicants were interviewed; two received offers, one of which was declined. In other words, if you build it — with impressive resources and at great expense — they still might not come.

As this company discovered, it is not enough to simply gain the attention of the potential candidates you seek to attract. Converting appropriate talent to applicants and candidates requires additional outreach and cultivation. Individuals from underrepresented demographics — including people of color, those who identify as LGBTQIA+, and people with disabilities — often have fewer contacts at competitive employers and know fewer people who can help them navigate the application process. Organizations that want to increase diversity can attract more candidates from underrepresented groups by using nudges — modifications in the language and content presented in the talent acquisition process — in ways that help generate a diverse candidate pool, maintain the pool throughout the process, encourage top candidates to accept job offers, and help keep them onboard.

Nudges can help build trust and reduce information asymmetries early on. In one such intervention, a company displayed the numbers of women and underrepresented individuals among its leadership, as well as its diversity and inclusion goals and a timeline, beside an online job posting. A video at the bottom right of the screen featured the CEO speaking about his commitment to inclusion and diversity. This intervention increased the percentage of women and underrepresented groups that applied by 22% in the short term and 18% over the long term. Candidates from diverse socioeconomic backgrounds rose by 17% overall. And, importantly, the conversion rate from applying for a job to accepting a position rose by 8 percentage points. Read the rest here.

How to Productively Disagree on Tough Topics

Learned a lot lending an editorial hand here:

MIT Sloan Management Review, November 13, 2023

by Kenji Yoshino and David Glasgow

Neil Webb/theispot.com


Conversations about identity, diversity, and justice are some of the thorniest human interactions of our time. Consider Uber’s head of diversity, who hosted a workplace event titled “Don’t Call Me Karen” to highlight the “spectrum of the American White woman’s experience” and foster an “open and honest conversation about race.” Following backlash from employees of color, she was placed on a leave of absence.

Or consider Stanford Law School’s associate dean for diversity, who tried to “de-escalate” student protests during a speech by conservative judge Kyle Duncan. The dean tried to placate the students, who were angered by the judge’s anti-LGBTQ+ views, while giving the judge the space to finish his talk. But her intervention led to a public furor due to a perception that she had prioritized students’ feelings over the judge’s right to free speech. She, too, was placed on leave.

If these conversations stymie senior diversity, equity, and inclusion (DEI) professionals, what hope do ordinary leaders have? More than you might think.

We lead a research center at the New York University School of Law dedicated to issues of diversity, inclusion, and belonging. Together and separately, we’ve taught tens of thousands of individuals from all walks of life to have more meaningful and effective conversations across their differences. We focus our efforts on coaching people in positions of power because they have the greatest opportunity to transform the dynamics of these interactions — to foster empathy instead of provoking fear and division.

While the people we coach struggle with many types of identity conversations, disagreements are often the most agonizing. It’s relatively easy to participate in identity conversations when you and the other person are aligned. When you disagree, you’re likely to be flooded with angst and self-doubt. You might wonder: Am I as enlightened as I thought I was? Will people feel hurt or betrayed by me?

You might be tempted to respond to such angst by capitulating to whatever your conversation partner says. Yet that approach is often not desirable, because it compromises your dignity and authenticity. We believe it’s still possible to disagree on identity issues, even in today’s polarized and overheated political climate. The key is to do it respectfully. Here’s how. (Read the rest here.)