This is a summary of a book titled “Sustainable Leadership: Lessons of Vision, Courage, and Grit from the CEOs Who Dared to Build a Better World” written by Clarke Murphy and published by Wiley, 2022. This book explores the urgent imperative for sustainability in today’s corporate world, emphasizing that the challenges of climate change, inequality, and poverty are not just abstract threats but systemic risks that demand bold, decisive action from business leaders. While many of the ideas Murphy presents have been discussed before, his insistence on their importance, combined with fresh insights and real-world examples, reinforces the message that sustainability is no longer optional—it is a necessity for leadership.

The narrative begins with a sobering observation: although more than 10,000 company leaders have signed the United Nations Global Compact, which outlines 17 Sustainable Development Goals, progress has been inconsistent and often slow. There remains a significant gap between what many leaders publicly declare about sustainability and what they actually achieve. This disconnect was highlighted in a progress report on the Global Compact, which found that many leaders’ words did not match their actions. To understand what sets successful sustainability leaders apart, the Global Compact collaborated with Russell Reynolds Associates to identify the traits and strategies of those who effectively integrate sustainability with economic success. These leaders possess a “sustainable mindset” and are willing to risk disruption for the sake of meaningful progress.

Murphy illustrates the transformative power of leadership through vivid examples. Catastrophic climate events have served as wake-up calls for many organizations. For instance, when a major environmental disaster struck Duke Energy—a coal ash spill contaminating the Dan River—CEO Lynn Good had only recently taken the helm. The incident devastated a workforce proud of its reliability and high standards. Good responded not only by repairing the immediate damage but by initiating a broader shift away from coal and toward renewable energy. She ensured that workers affected by these changes were retrained and relocated, allowing them to continue their careers within the company. Under her guidance, Duke Energy became a leader in sustainable innovation, demonstrating that true leadership means taking responsibility and driving change, even in the face of adversity.

The story of Natura & Co., led by João Paulo Gonçalves Ferreira, further exemplifies how sustainability can be woven into the fabric of a company’s culture. Since its founding in 1970, Natura has prioritized environmental stewardship and social responsibility, long before these values became mainstream. The company’s commitment is evident in its cruelty-free products, responsible sourcing, and efforts to reduce packaging waste. Even during the COVID-19 pandemic, when most of its stores were forced to close, Natura avoided layoffs by enabling remote work, resulting in a surge in sales. The company’s expansion through acquisitions has not diluted its core values; instead, its leaders continue to champion sustainability as a guiding principle. Natura’s efforts have earned international recognition, including the United Nations’ Champion of the Earth award. The company’s philosophy extends beyond environmental concerns to encompass human rights and biodiversity, and it actively collaborates with stakeholders and even competitors to address complex challenges such as sustainable palm oil harvesting.

Murphy also highlights leaders who have been shaped by personal experiences of scarcity and adversity, such as Ilham Kadri, CEO of Solvay. Growing up with limited access to water near Casablanca and surviving a serious illness as a teenager, Kadri developed resilience and compassion that now inform her approach to sustainable leadership. She has set ambitious environmental and social goals for Solvay, demonstrating that leaders can grow into their convictions and use their influence to drive systemic change. Similarly, Kate Brandt’s childhood love of nature led her to roles as the U.S. government’s chief sustainability officer and later as Google’s first sustainability officer, overseeing massive sustainability initiatives.

The book also explores the mindset of leaders who take bold, sometimes risky actions in pursuit of sustainability. Svein Tore Holsether, CEO of Yara International, invested millions in developing an autonomous electric ship to reduce the environmental impact of fertilizer production and transportation. Even without guaranteed solutions, these leaders press forward, confident that determination and innovation will eventually fill the gaps. Søren Skou, CEO of Maersk, committed billions to a fleet of clean container ships, betting on the future availability of green fuel and inspiring others in the industry to follow suit.

Organizations that truly value sustainability are willing to act, even when it means challenging conventional business practices. Hywel Ball, leading EY in the UK and Ireland during the pandemic, chose to protect jobs and continue hiring, recognizing that cutting staff would undermine the company’s diversity and inclusion efforts. At Mahindra Group, a retiring engineer’s vision for an emission-free vehicle, supported by chairman Anand Mahindra, sparked a series of sustainable innovations that have become central to the company’s identity. The lesson in this book: good ideas can come from anywhere, and leaders must be open to serendipity and learning.

Murphy also discusses the evolving role of the chief sustainability officer (CSO), noting that this position now attracts diverse talent and is often filled through internal promotion. Successful CSOs bring a range of skills, from profit and loss leadership to systems thinking, and play a crucial role in helping CEOs stay attuned to stakeholder concerns and avoid the pitfalls of greenwashing. Ultimately, Murphy argues that sustainability cannot be delegated or treated as an add-on; it must be integrated into every aspect of an organization’s strategy and operations. Leaders are responsible for empowering their teams, fostering a culture of accountability, and ensuring that profits are the result of solutions that serve the greater good. In this way, sustainable leadership becomes not just a moral imperative but a driver of long-term growth, profitability, and organizational morale.