‘EIA Project Managers focus on project targets and processes, EIA Leaders focus on project outcomes’
I believe this to be one of the fundamental mindsets that leaders in EIA possess, and a factor that helps them move up a tier in the profession. The right leadership in the environment of today’s project management world is crucial to providing a clear path and vision for attaining organizational as well as sustainability goals. In the EIA and infrastructure development world, it is also about creating agile teams with S.M.A.R.T (Specific, Measurable, Attainable, Relevant and Timely) goals backed up by effective team management skills to execute desired outcomes effectively and to become more agile in their approach in handling uncertainties within IA and its related assessments.
As a EIA leader you are ultimately measured on one thing — the results that you deliver within the project scope. Given this ultimate measure and its wider importance to local communities and society in general, it is vital that you are outcomes focussed from the start (pun intended!).
So what are the key benefits of being an outcome focussed EIA Team Leader? As I see it there are 5 key benefits.
If you are crystal clear what you want and where you want to take the project, issue or project team during the project, it becomes much easier to communicate it to those that you are interacting with or leading. If you can communicate an inspiring vision for the future, you are much more likely to get project managers, engineers and team members to support you in translating this into design options and ultimately reality.
Benefit 2: Time
No one has ‘too much’ time in projects, it is a rare luxury in our or any profession involved in infrastructure and construction. It is how we use that time that makes the critical difference. When you are outcomes focussed, you spend your time on those areas that are likely to leverage the greatest benefits for yourself as a leader, for the EIA and for the wider project.
Benefit 3: Big picture
It is all too easy, especially in times of project challenge to become obsessed with the detail and trivial stuff. During these periods it is easy to lose sight of the big picture – reducing residual impacts and promoting sustainable development. Being outcome focussed helps you remember the big picture and what you want to achieve for the project, the project team, for your organisation and for you personally as an advocate of sustainable development.
Benefit 4: Planning
They say that failing to plan is planning to fail. If you are clear about what you want to accomplish, it becomes much easier to plan what you are doing, when you are doing it and how you will achieve it. When you sit down to work out EIA priorities you can simply ask yourself – ‘will this move me closer to the outcome I want?’.
Benefit 5: Results
EIA Leaders that focus on the outcomes get more done and as a result deliver better EIA outcomes for society. As you achieve one result, it will act as a reinforcement and motivation to achieve more – this helps start and reinforce the leadership cycle within you.
The take away message — Being outcomes focussed can lift your EIA performance and your own brand of EIA leadership to a new level. So start considering the formal and infomal roles that EIA leaders fulfil in projects and what steps can you can personally take to re-focus on outcomes?
At Leading Green, our approach to environmental leadership mentoring & training encourages our clients to look closely at their own internal leadership strengths and goals. Helping them adopt an inquisitive state of mind and supporting them in how sustainability can support their long-term business strategy. We run the only EIA leadership course that has been accepted for delivery by the Internation Association for Impact Assessment (IAIA) at thier annual conference.
In the late ‘80s I entered the Power Industry. I was tasked with helping ScottishPower set up its first environmental team. There were no rules, little supervision and precious few guidelines on ‘how to get green done’. My MD’s first words to me were on the rabbits at the bottom of his garden – no doubt a fascinating topic to this new breed of non-engineering employee!
Soon after this I was working with one of the older mechanical engineers on an air dispersion model for a proposed waste-to-energy plant. I used an early ADMS computer programme, he achieved comparable results on the back of an envelope! I was bemoaning my lack of experience in this area and the difficulties I faced relating the result to potential dioxin dispersion, and how I would incorporate the results into the Environmental Impact Assessment.
‘Experience’ he gently said, ‘Experience is only gained through facing up to your lack of experience!’ A great lesson from a highly intelligent and modest man.
Now after 25 years’ experience in environmental impact assessment, management and sustainability I find myself addressing 3 common themes again and again with new sustainability and environmental managers during mentoring discussions:
1. You don’t have to
‘The more you know, the less you know’. As you grow in confidence and knowledge the questions get bigger as new areas open, new linkages are found, and solutions open further avenues of mental exploration. No one person can ever understand the complexity of ‘the environment’ – for heaven’s sake we don’t even possess an internationally recognised definition for the word. We must accept that often what we face is novel, specific to that location and has a mass of intangibles tied up with it.
You must come to accept that in some areas you will alays remain a ‘professional generalist’ – able to cover a wide spectrum of environmental topics, expert in some but only touching the surface of others.
What’s the solution – learn to ask others for help! It isn’t weakness it is a strength that will pay back dividends if managed carefully. I have worked with many great environmentalists and engineers on a large variety of complex large infrastructure and sustainability management projects. I have been thrown into stakeholder bearpits, investment board meetings and national emergencies such as flooding, food & Mouth epidemics and terrorist incidents. There is no previously written guidebook on how to manage, but the best possible approach is to surround yourself with, or have access to, those that can add to the jigsaw solution. If you don’t know the answer, the best route is always to say either ‘I don’t know but I will find out and come back to you on that issue’; ‘Do any of you know the answer to this’ or ‘Can you engineer me a better solution with these outcomes’.
Rather than losing trust by displaying ignorance, it builds trust as you solve complex problems as a team, your colleagues comes to realise that they are dealing with a professional who understands the risk in, and limitations of, their knowledge, is prepared to say so honestly and work with others co-operatively to find a solution. The worst thing you can do is bluster or pretend that you fully understand all the parameters of the dilemma. No one expects you to know everything. Relax. And ask open questions that may stimulate the answer through others. Try it!
2. My problem is unique.
I have seen young managers work themselves into a state
because they feel that they are the only one at this coalface. The organisational culture is unique, the
problem is unique and hence the solution must be unique. They feel that the problems they face are so
specific to them, so much so that external advice or options will not help.
What is the solution
– You can internalise a problem and hope that your mental skills set can find a
solution, or you can externalise a problem and gain help? Whichever route you take the responsibility
for solving the problem remains with you and must be ultimately owned by you as
the leader. Personally, I often enjoy
switching into an external mindset when debating problems and potential
solutions, I want to hear how others think about the issue, what they suggest
and what experiences they can bring to the table. I also data mine externally looking at how
other organisations have addressed the issue to gain ideas. I then go back and work through the new
information, sifting for ideas and a solution that fits before taking the
decision to press forward again.
As Tom Lehrer in 1953 so aptly put it about the secret of being
a successful mathematician:
‘Plagiarize! Let no one else’s
work evade your eyes
Remember why the good Lord made your eyes
So, don’t shade your eyes but plagiarize, plagiarize, plagiarize
Only be sure always to call it please ‘research’!”
This has helped me find solutions to laying underground electricity cables in water pipeline technology, decision making models via the car industry, and ecological answers in hardware shops. Keep your problem-solving radar active and never let a good idea pass you by!
Your responsibility ultimately lies in making the decision on
how the organisation progresses, you can’t duck this, and the decision risk should
always remain with you as the accountable leaders. You can make decisions via committee but
watch out for group think and consensus through banality. The most appropriate approach is often to
cast widely, listen to what others have to say, challenge their assumptions
(try playing the Devil’s Advocate in conversations) and ultimately select the
one that you can confidently deliver on through your abilities, resources and organisational
3. Are you following your ideas at the expense
of working for the best interests of the organisation?
have seen young professionals run into a mental wall when their goals are
dashed through organisational inertia to change. I have experienced it myself at times, and it
can set you back mentally and physically when an organisation refuses to change
its preferred ways of working.
Then is the time to take a good long hard look in the mirror … were you following your own preferred agenda or in the best interests of the organisation. Had you planned sufficiently, had you sold the idea to others, sufficiently and ultimately would it have added value? I have seen environmental and general managers pursue microcosm agendas that no one else in the organisation believes in or understands. As a Case Study, a previous Director who fixated on the cost of biscuits served in meetings whilst his division’s budget was cut… we wanted strategic changes, he wanted Rich Tea biscuits.
have on occasions advised environmental managers to look hard at their priorities,
not only through an environmental lens but also what it will mean in terms of
enterprise risk management, the corporate plan. Internal budgets, brand and
stakeholder benefits. Incorporating
these factors into your sustainability agenda helps prioritise action, expands
your organisational worldview, forces you to seek input from others and to
understand how their cog spins in the corporate machine and who they interface
What is the solution – Ask yourself whose sustainability agenda are you working on and what is the desired outcome? Is it your own preference, added value for the organizations or the world? These objectives are not either/or options they interact, but there are trade-offs, and ultimately your focus must be on the operational, economic and sustainability of the organisation that employs you. That doesn’t mean that you say ‘yes’ to everything. You are there after all to bring through cultural change management towards a more sustainable operating business model. But in organisational life there are often trade-offs that need to be considered, and these may require you to put aside your personal sustainability agenda for the moment and get stuck into the priorities of others in the business. Similarly pursuing a radical sustainability agenda will not be in the best interest of a company if no one understands its value, instead a more strategic, leading-but-not-agitating approach may take you further. Whatever your agenda, the preferred legacy is that your colleagues adopt the initiative into their personal worldview, live it and hopefully pass it on others – that is success in sustainability leadership book!
At Leading Green, our approach to sustainability in business consulting encourages our clients to look closely at their own internal leadership strengths and goals. Helping them adopt an inquisitive state of mind and supporting them in how sustainability can support their long-term business strategy.
Leading Green is delighted to announce a new Sustainability in Action leadership course for Environmental Management, EHS and Sustainability professionals.
Obtaining Top Management Support (a new 1 day course)
22 – 25 January 2019
Getting across the board buy-in for sustainability in organisations can be difficult. Progressing strategic actions that create visibility for and awareness of sustainability, both inside and outside the organisation will require top management support. When seeking to change an organisation’s sustainability culture, their support – which must also require their participation and involvement, may be the most important success factor before you start!
Top management support is the critical success factor when progressing a business sustainability agenda.
This one day course sets out a strategic pathway that aims to supports you
self-assess the degree to which a sustainability framework is embedded across your organization, helping you understand your company’s progress, and
where to prioritize your efforts (1/2 day).
The second half of the day sets out a toolbox of tips and tactics to help win support, participation and involvement from the CEO and senior leadership team,to identify opportunities to support your CEO’s journeys to embed sustainability, and to increase the visibility of for sustainability initiatives within your organisation.
The course focuses on your day-to-day activities and your organisations direction of travel. It follows an established pathway, used successfully within several Business Schools and international organisations. The course’s objective is to help you personally:
Advance your organisation further along the path from environmental management/EHS to sustainability
Self assess progress year on year
Introduce your sustainability agenda to senior management
Increased your corporate visibility
Align Sustainability with the Corporate Plan, and
Demonstrate value and win support.
The Courses will be held during the 22nd – 25th January 2019 in Birmingham (2 days); Sheffield (1 day) and Lincoln (1 day).
This 1 day course is designed to align with IEMA’s CPD requirements for environmental professionals, with elements of the course corresponding to requirements within IEMA’s Sustainability Skills Map.
For further information, delegate rates and details contact: Ross Marshall at firstname.lastname@example.org or view the Training page.
Supporting Business Leaders implement Sustainability in Business
Ross Marshall has over 25 years experience of senior level Corporate Environmental Management & operational Sustainability within the Power, Water & Government Sectors. He is involved in the accreditation of environmental professionals for IEMA.
At Leading Green, our approach to sustainability in business training & consulting encourages our clients to look closely at their own internal leadership strengths. Helping them adopt an inquisitive state of mind and supporting them in how sustainability can support their long-term business strategy.