A Challenge of Sustainable Leadership

In every seminar/conference/podcast/film that I moderate, a recurring phenomenon tends to appear in various forms - namely, how to handle goal conflicts.

It has never been more apparent that certain parallel goals and desires simply are not compatible - such as being able to save both jobs and nature in every situation, or ensuring long-term sustainable solutions with simultaneous demands for eternal growth from the planet's finite resources (recently further challenged by the new geopolitical playing field).

Navigating Goal Conflicts

One of the conflicting goals must be sacrificed, and it is usually unpopular to be forced to realize this or to be recommended sustainable long-term choices.

As we are constantly exposed to guaranteed unsustainable temptations 24/7, we need regular reminders of what is truly sustainable. Therefore, I take the liberty to remind everyone of the eternal principles of the Iroquois Indians, succinctly conveyed by Chief Oren Lyons of the Onondaga Nation in New York State, the world's oldest living democracy.

Seven generations ago, someone looked out for our best interests, and now it is our turn to do the same.

Over the centuries, the Iroquois have carved out a number of eternal, risk-minimizing principles to secure peace, health, and sustainable democracy based on a deep understanding of human nature.

For example, every society must understand, relate to, and above all, prevent the consequences of two of humanity's strongest and potentially most devastating driving forces: greed and envy (e.g., not allowing the emergence of too great disparities).

Leadership becomes crucial, and among the Iroquois Indians, the concept does not mean being at the top of a vertical hierarchy but is related to a time perspective. The literal meaning of the concept is "the one with a long vision" or the ability to visualize unborn generations in the land and act in their name.

Embracing Long-Term Responsibility.

The responsibility of these leaders is not to succumb to the short-term temptation to favor the well-being of their own generation at the expense of other life forms or future generations. Their task is, before every important decision, to determine whether the consequences would restrict the well-being not only of their own generation's children and grandchildren but of the seventh generation from now. If so, their unequivocal responsibility is to divert the decision in favor of a more long-term one. "Seven generations ago, someone looked out for our best interests, and now it is our turn to do the same." This philosophy, of course, brutally clashes with all ad hoc solutions that today's leaders choose to meet dissatisfied, vocal demands - especially as decision foundations become increasingly complex and demanding.

Fortunately,

Oren Lyons usually adds that disasters are our allies: they force us to open our eyes. May the serious situation we find ourselves in now bring forth leaders who can persuade us to forego immediate gratification in favor of The Greater Good - and take satisfaction in taking long-term responsibility for future generations.

// Annika Dopping Moderater & Lecturer AD&CO