Leadership is a fascinating and emotionally charged topic - after all, at its core, it's about us as people and how we are treated. It’s always relevant, because while trends may come and go, the principles of leadership remain the same. I won’t attempt to define leadership itself here; anyone can look up definitions online and choose the one that best fits their purpose. Instead, I’ll focus on examining the relationship between change and leadership.
Safety is one of our most fundamental needs. We feel content when things run along familiar tracks without major surprises or sudden changes. From time to time, we crave change—but usually only when the initiative comes from ourselves. When change is imposed from the outside, we tend to perceive it as a threat that disrupts our sense of security. This is exactly what happens in organizations when changes are initiated—when familiar and established practices are altered for one reason or another.
This short introduction brings us to the core point: managing corporate responsibility is often a form of change management. Through change, an organization aims to develop its operations - typically toward predetermined goals. Change is therefore planned and purposeful, with a clear direction. The same applies to sustainability work, which is based on measurable objectives tied to the company’s core business and focused on continuous improvement.
Change management is often seen as a special kind of leadership that requires exceptional skills. This is a misconception - it’s not. Change management is simply regular leadership in which certain aspects become more prominent during the change process. This is primarily related to us as human beings and, as mentioned earlier, our fundamental need for a sense of security.
Change management is often seen as a special kind of leadership that requires exceptional skills. This is a misconception - it’s not.
At a general level, leadership must be based on a real-time understanding of the situation—knowing where things stand and where we are headed. This is supported by leadership that takes place close to people, through active interaction and communication. It also helps to have sufficient data available to support decision-making, making it easier to focus on what truly matters in the context of the change and its objectives, and to make the right decisions accordingly.
Leadership within an organization is not the exclusive domain of any one person - it must be allowed to occur at all levels. In sustainability work, this means involving employees in the process right from the planning stage. Responsibility work is carried out across all levels of the organization - both collaboratively and individually. This works best when goals and responsibilities are clearly communicated and distributed throughout the organization. There is no room for micromanagement; instead, senior leadership must trust their people and their expertise, and focus on supporting them.
Each of us is a leader in our own role and area—regardless of the size of the company. Even in micro-enterprises with just 1 to 10 people, there are often different leadership roles that may not be visible or even recognized. A clear division of tasks and responsibilities helps structure operations, and active interaction within the work community makes everything more open, transparent, and easier for everyone.
Self-leadership is also a form of leadership - and it’s certainly not reserved for so-called top executives. In fact, the smaller the company, the more important self-leadership becomes. At its core, self-leadership is about planning and managing your time effectively, which also includes taking care of yourself and your well-being. Unfortunately, we still too often hear stories of solo entrepreneurs who haven’t taken a vacation in years. This reflects poor time management and neglect of oneself—something that will eventually take its toll.
Self-leadership also involves the courage to recognize and acknowledge one’s own strengths and weaknesses. This is a part of all forms of leadership - and it’s not difficult for anyone with strong self-esteem and a healthy relationship with themselves. A leader who engages in constructive interaction with the people in their organization understands that they are not only a guiding force but also a receiving party - someone who listens, learns, and grows through dialogue.
When a company decides to begin corporate responsibility work, it first needs a clear picture of the current situation - a baseline assessment. This includes identifying environmental harms caused by operations, as well as mapping out any existing or ongoing responsibility initiatives. After that, it’s important to sit down together and discuss which aspects and activities are most essential in terms of the company’s core business and sustainability. Focus is then placed on those key areas.
This provides a solid foundation for building the company’s sustainability strategy and managing the change it brings. While employees are not the only stakeholder group involved in this process, they are undoubtedly the most important - and the group that requires the most attention and support, as the change at hand affects them the most directly. In this work, the importance of leadership being present and the leader knowing their people becomes especially clear.
Compared to crisis management, change management in sustainability work has one major advantage: decisions don’t have to be made in haste - rushing in, swords drawn, so to speak. A well-planned and well-executed change process is a controlled chain of events, where decisions can be made thoughtfully, communicated thoroughly, and there’s always room for corrective actions if needed. At best, the result is a change that everyone is satisfied with—even those most inclined to resist it—because they come to see it as a step forward and, most importantly, as an opportunity.
Change management. Key points summarized on one slide
The text is based on the author’s own views and 30 years of experience in various leadership roles. The foundational reference for leadership in this context is: Niemi, P. (2011). Kriisitilannejohtaminen. Miten johtaa ihmisiä organisaation kriisitilanteessa? [Master’s thesis, Häme University of Applied Sciences].https://www.theseus.fi/handle/10024/33115 Kyseinen opinnäytetyö on erittäin kattava ja elävästi kirjoitettu johtamisen perusteos.
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