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TRANSCRIPT:

DOUG: Rachel, these days, corporate social good can mean lots of different things to different people. How are you defining it?  

RACHEL: Companies define their societal impact in different ways, right? There are products, services, grantmaking, their partnerships, or even their people programs. Any of that we would describe as corporate social good, but everyone is a little bit different in how they would describe it and where they are in their journey.  

DOUG: Yeah, and you’ve seen the role of corporate social good change and has it become more meaningful as part of that change?  

RACHEL: Yeah. Over the last 20 years, I’ve watched and admired the increase in corporate awareness and adoption of purposeful programs. They listen closely to what their stakeholders expect of them. An overwhelming majority of consumers have long expressed their desire to see companies be more responsible and contribute positively to society. Over time, they’ve leveraged their purchasing power, their social media, and other methods to demand that business leaders and their favorite brands contribute in meaningful, measurable ways.  

DOUG: There’s obviously been a significant change based on the election. How is that affecting corporate social good? And my follow-up will be, does it still have value?  

RACHEL: The past two-ish years have been sort of an anomaly in the corporate social good space, in that business leaders are listening almost too much to outside criticisms out of fear, rather than double down and focus on the work and what their own stakeholders are asking of them. Make no mistake about it, doing good is good for business, but it’s largely a communications problem. A new survey I saw last week from the United Nations Global Compact found that while 88% of CEOs believe the business case for sustainability is stronger than it was five years ago, only 50% are comfortable discussing their actions on the issue. That’s really wild. And that’s what we’re seeing at a macro level. Companies are pulling back their communications on issues important to their own businesses for fear of blowback.  

DOUG: Yeah, and you also had significant experience with the United Nations. It might be an overstatement that when you work with Steph Curry, you help him with his shooting form, but that’s definitely part of what’s close to you. So, is there a way brands can reflect their core values in their marketing campaigns in this environment?  

RACHEL: Yeah, it’s a good question. First and foremost, my advice is always to not make decisions out of fear or discomfort. Someone is always going to dislike you. Some of those voices are louder than others, of course, but it’s far better to put a stake in the ground and make it clear that you will never compromise on what’s core to your company’s values. And then I’ve talked a lot with corporate leaders about communicating less of the what. The labels, the language, the numbers, and instead focus more on the why and the who. Why are they doing what they’re doing? How does it matter for your business, for your employees, for your community? Who is empowered by what you are doing? Who benefits from your investments? Focus on the human-centered storytelling. Use language that meets people where they are. Not complicated, corporate language speak, you know, that appears inhuman or unfeeling when delivering some of those explanations.  

DOUG: You mentioned humans, and some of the most important humans who are brand are the ones that work with them and for them. So, is there a way to embed values into the employee experience and even the decision-making you make within the organization? Doesn’t understand both, actually for internal and external, but so it’s understood throughout.  

RACHEL: Employees are often your best sounding board. The workforce, of course, is more diverse than ever before, with 3 or 4 generations that expect different leadership and communication styles. That’s challenging. I absolutely acknowledge that. But leaders need to exercise cognitive empathy, which is really about just active curiosity. Look, employees understand your brand and your business better than most. If you’re not truly listening to them, soliciting their feedback, and understanding where you might be falling short of their expectations, start now. Offer several ways to solicit feedback and to have candid, constructive conversations. Support your employee resource groups in meaningful ways. And then, you know, be clear and firm about how your programs, your services ladder up to your values as a business. Emphasize the why you know you’re doing what you’re doing, and invite them to live your values through their participation in these programs. Support volunteerism. Give them time to vote. Be generous with your time off and paid leave policies. There’s enough data out there that shows that when you listen, when you respond, when you’re generous and transparent, you retain great talent.  

DOUG: That is exciting and important points. Obviously, retaining great talent is something that we pride ourselves on as our number one priority. Having an average tenure of ten years per employee, but how does a business handle criticism or opposition? And can they still remain true to who they are? Sidebar question of that. When can you just let it go? Let it roll off your back? Because that’s always a consideration.  

RACHEL: Absolutely. You cannot be all things to all people, nor do you want to be. I know that’s really hard to say, but it’s true. Stay laser-focused on who your stakeholders are. And who they aren’t, listening to what your stakeholders expect from you, it will guide your decision-making. Consult your attorneys and your communications agencies to help you craft decision matrices and crisis plans because it’s really not. Doing or saying nothing does not protect you from criticism or from a full-blown crisis. These things can happen at any time. And so, you should just be prepared and expect that it will eventually happen. And listen, I don’t envy the position many business leaders find themselves in right now. It’s a really challenging environment. In the end, the best way to stand up for your values is to live them every day. The business sector remains the most trusted institution in American society. If our leaders can hold fast and be bold and lead with their purpose, we will all prosper.  

DOUG: Yeah. And you obviously talk the talk, but you walk the walk as well. I’d love to have you share something that people might not know about you, though. I already spilled the beans a little bit about you helping Stephen Curry with his jump shot.  

RACHEL: Oh my gosh, I wish.  

DOUG: That might be an overstatement a little bit.  

RACHEL: I wish I could claim responsibility for that. I was commenting that some of the photos behind me were of my time when I worked at the UN Foundation, and I led, malaria communications for United to Beat Malaria, which is a really incredible advocacy group. And Stephen Curry for many years has supported the work. I worked with him for many years in that role. And there are a few photos of when he and I were in Tanzania at different times, visiting with refugees and helping them to tell their stories and uplift their experiences so that, you know, Americans can get involved in the campaign and support in some small way.  

DOUG: Yeah, it’s really just awesome that you’ve done that great work throughout your career. Any final thoughts about the discussion we’ve been having about the role of corporate social good these days? Seems like it might be more important than ever.  

RACHEL: It is absolutely more important than ever, I would argue. I think any company can live their purpose in a variety of ways, and it’s just about doing the things that make the most sense for you and your people and your business. Big or small, start somewhere and, um, take the intentional time to listen, as I said, and have a sense for where you want to go. Moving forward. And it’s okay to be flexible and nimble in this really tough environment and to make sure you feel comfortable and confident, but I wouldn’t say pull back. I wouldn’t say stop talking or stop doing. I would say this is a moment to lean in more.  

DOUG: Great. I’m sure the viewers here will be leaning into what you’ve had to say. Thanks so much for participating.  

RACHEL: Thanks so much for having me.