In praise of agitators

Why every business leader should seek outside critics

"In the end, what would you gain from everlasting remembrance? Absolutely nothing. So what is left worth living for? This alone: justice in thought, goodness in action, speech that cannot deceive, and a disposition glad of whatever comes." These beautiful words from Marcus Aurelius were at the heart of founder, filmmaker and activist Jess Search's public announcement about the brain tumour which took her life last week.

I first met Jess through my partner who co-executive produced “The End of the Line” with her -  a documentary that told the story of overfishing and the collapse of the oceans. This film in turn led to the creation of the Blue Marine Foundation, now one of the world's largest marine conservation charities. Jess believed deeply in the power of storytelling to change the world and hold the powerful to account. She was an agitator, someone unafraid of the corporate world and someone determined to bash it with truth when it was telling lies. She did this repeatedly - from the data leaks at Facebook to the impact of bad practices by big business on the climate catastrophe.

I wish every business leader could have a Jess in their lives. Her constant hustling - questioning of dubious money flows, bad business processes and overly authoritative chief executives undoubtedly kept more people more honest. Too often it is too easy to get riled up by those charities or campaigners who are on your case about something your company might be doing. Perhaps it would be better to seek them out and listen?

Many may find it counterintuitive for companies to engage willingly with voices that critique their practices. Yet, learning from such organisations can propel businesses towards more ethical, sustainable, and therefore longlasting profitability.

The charitable world and the corporate world have always operated in partnership to a degree, but I have been on both sides of this coin and have seen the power of truly deep and connected relationships. When  corporations embrace the campaigners operating within their sector, they become a powerful tool for positive change.

I have been on the boards of two companies that have tried to listen to and work with their detractors. The first was Twitter and it’s collaboration with civil rights groups. The social media giant’s willingness to engage with and  implement recommendations from these organizations led to better products and policies. The team were able to combat hate speech, fake news, and online harassment more effectively by fostering multiple relationships with grassroots organisations. Twitter introduced a host of measures, from enhanced reporting tools to more stringent community guidelines, that reflected the feedback and suggestions of these groups. In doing so, they were able to create an environment that was not only safer but more conducive to the free, yet responsible, exchange of ideas that the platform was originally built for. While the journey to achieving digital safety is never finished, the  once adversarial relationship between Twitter and civil rights groups evolved into a partnership that I hope continues now.

The second was the collaboration between retailer Marks and Spencer and environmental groups. On the high-street, Marks and Spencer, a beloved British institution, was once targeted for unsustainable practices in its supply chain. Rather than turning a blind eye to the criticism, M&S chose a different path: a path of engagement. The company partnered with various environmental NGOs and advocacy groups to develop its now globally recognised ‘Plan A’, an initiative centered around sustainability and ethical practices.

The success of ‘Plan A’ has been striking. The initiative has seen M&S drastically reduce its waste, improve energy efficiency, and create a more sustainable supply chain. Critically, it has also seen the company become a leader in the high street retail sector’s fight against climate change. These achievements were made possible by the decision to not dismiss the criticisms levelled against it, but to engage, learn, and adapt.

I have also set up charities and tried to work with businesses from the outside. I started Go On U.K. to help millions of people without access to the internet and Doteveryone to build a movement for responsible technology. It was hard. We had some great corporate partners in both but aligning goals, getting tangible outcomes and not just press releases was difficult. There was also the constant dementing and distracting drumbeat of money raising that inevitably framed our conversations.

In a world where businesses are often viewed through a lens of scepticism, those that take the time to listen to, understand, and work with their charitable critics not only have the opportunity to improve their own operations, but also contribute to larger societal goals. Engaging with charities and civil society groups - those entities that are often on the frontline of societal issues - offers a fast track for businesses to understand the nuances of the world they operate in.

So how about rather than deleting a harassing email from a campaign or refusing a meeting where you think you might be vilified, you book it in?  I will try to do this in memory of my friend. You should do it for a business that is more likely to last in your customer’s memory.