Professor Stevenson said it’s something that all leaders need to consider if they want to move forward with sustainability in mind.
“Whether it’s in business or in policy, you have to talk about the downside of every decision. You have to consider who gets hurt. Because people always get hurt.”
Professor Stevenson describes this as “unintended consequences” in economics, because while people don't intend for these things to happen, they still do. In such a rapidly changing world, it’s crucial for leaders to be conscious of that truth and consider the real impact.
“Unintended consequences should never be unanticipated. You can look at any decision you're going to make and try to think through how everyone is going to react, how the world could shift and who might be the winners and losers.”
Welcome full visibility through diverse teams
By looking for the costs and benefits, leaders make sure their sustainability initiatives reach further to include the social, economic, environmental and cultural impacts. Professor Stevenson said leaders can gain more awareness of the potential impacts by looking at all sides of the issues they face. And having more diverse voices on your team can help enhance that visibility. She said this at the heart of equity, diversity and inclusion (EDI) initiatives.
“It’s about recognising that our unique experiences give us a different perspective. If you're bringing somebody onto your team who has had a very similar lived experience to you, they're probably going to have very similar interpretation as you – you should look to widen that.”
As a progressive economist, Professor Stevenson is outspoken in her belief that workers in the United States should have the right to unionise. So, when she was asked to sit on the board of rideshare company Lyft, which has faced scrutiny for its lack of basic labour protections for workers, it could have been seen as a tokenistic appointment. But she took the position to voice her alternative perspective. And she advised leaders to seek out opposing voices in their own organisations.
“Lyft wanted me there to show them what they’re not seeing – to be the opposing voice. As a responsible and sustainable leader, you must invite those voices in.”