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8 unfiltered questions to test your true stance on the transition. Behind good intentions lie stubborn contradictions. Are you a strategist or a follower? A transformer or a decorator? This test reveals whether you’re ready to cut to the chase… or stay comfortable.
Cross-Synthesis of “The Boardroom Mindset Blocking Climate Action” by Jaap Winter, INSEAD Knowledge mars 2025 ; “The Dragons of Inaction: Psychological Barriers That Limit Climate Change Mitigation and Adaptation” by Robert Gifford (American Psychologist 2011)
During a strategic offsite, a senior executive proposes doubling the CSR budget. You say:
Answer A: “It shows we’re finally taking the issue seriously.”
Answer B: “It’s a good start—but without rethinking our model, it’s just window dressing.”
Answer C: “Perfect: we can highlight it in our next integrated report.”
Right !
Correct answer B.
Doubling the CSR budget without rethinking the core business is like repainting a collapsing wall. Money alone doesn’t make up for the lack of structural transformation. The real question isn’t how much you’re spending—it’s what you’re willing to challenge.
Strategic coherence shows up in trade-offs, not in satellite budgets. If your core business model stays untouched, your CSR is just a distraction.
Doubling the CSR budget without rethinking the core business is like repainting a collapsing wall. Money alone doesn’t make up for the lack of structural transformation. The real question isn’t how much you’re spending—it’s what you’re willing to challenge.
Strategic coherence shows up in trade-offs, not in satellite budgets. If your core business model stays untouched, your CSR is just a distraction.
Wrong !
Correct answer B.
Doubling the CSR budget without rethinking the core business is like repainting a collapsing wall. Money alone doesn’t make up for the lack of structural transformation. The real question isn’t how much you’re spending—it’s what you’re willing to challenge.
Strategic coherence shows up in trade-offs, not in satellite budgets. If your core business model stays untouched, your CSR is just a distraction.
Doubling the CSR budget without rethinking the core business is like repainting a collapsing wall. Money alone doesn’t make up for the lack of structural transformation. The real question isn’t how much you’re spending—it’s what you’re willing to challenge.
Strategic coherence shows up in trade-offs, not in satellite budgets. If your core business model stays untouched, your CSR is just a distraction.
You’ve just published your carbon footprint. What’s the smartest next move?
Answer A: Share your results with a label.
Answer B: Build a prioritized action plan.
Answer C: Benchmark your numbers against your competitors'.
Right !
Correct answer B.
Measuring is a start, but action is critical. Publishing without follow-through is just technical greenwashing.
Data only matters if it drives substantial, structural, and irreversible decisions.
You need to sort, prioritize, cut, invest—not just put on display. Carbon doesn’t disappear with slides: it disappears with choices.
Measuring is a start, but action is critical. Publishing without follow-through is just technical greenwashing.
Data only matters if it drives substantial, structural, and irreversible decisions.
You need to sort, prioritize, cut, invest—not just put on display. Carbon doesn’t disappear with slides: it disappears with choices.
Wrong !
Correct answer B.
Measuring is a start, but action is critical. Publishing without follow-through is just technical greenwashing.
Data only matters if it drives substantial, structural, and irreversible decisions.
You need to sort, prioritize, cut, invest—not just put on display. Carbon doesn’t disappear with slides: it disappears with choices.
Measuring is a start, but action is critical. Publishing without follow-through is just technical greenwashing.
Data only matters if it drives substantial, structural, and irreversible decisions.
You need to sort, prioritize, cut, invest—not just put on display. Carbon doesn’t disappear with slides: it disappears with choices.
A shareholder says: “This climate plan is going to crush our margins.” You reply:
Answer A: “We’ll make sure it stays ROI-driven.”
Answer B: “We need to explain our low-carbon strategy better.”
Answer C: “Maybe we should talk about our exposure to stranded assets instead?”
Right !
Correct answer C
Flipping the pressure—that’s the reflex to adopt. The goal isn’t to defend the climate plan, but to reframe the discussion. It isn’t action that threatens profitability; it’s the cost of inaction in a world that’s rapidly changing. It’s not your climate ambitions that are risky—it’s clinging to a model that’s on its way out. Inaction generates hidden debt, legal exposure, and reputational risk. Talk transformation—not tactical compromise.
Flipping the pressure—that’s the reflex to adopt. The goal isn’t to defend the climate plan, but to reframe the discussion. It isn’t action that threatens profitability; it’s the cost of inaction in a world that’s rapidly changing. It’s not your climate ambitions that are risky—it’s clinging to a model that’s on its way out. Inaction generates hidden debt, legal exposure, and reputational risk. Talk transformation—not tactical compromise.
Wrong !
Correct answer C
Flipping the pressure—that’s the reflex to adopt. The goal isn’t to defend the climate plan, but to reframe the discussion. It isn’t action that threatens profitability; it’s the cost of inaction in a world that’s rapidly changing. It’s not your climate ambitions that are risky—it’s clinging to a model that’s on its way out. Inaction generates hidden debt, legal exposure, and reputational risk. Talk transformation—not tactical compromise.
Flipping the pressure—that’s the reflex to adopt. The goal isn’t to defend the climate plan, but to reframe the discussion. It isn’t action that threatens profitability; it’s the cost of inaction in a world that’s rapidly changing. It’s not your climate ambitions that are risky—it’s clinging to a model that’s on its way out. Inaction generates hidden debt, legal exposure, and reputational risk. Talk transformation—not tactical compromise.
You’re launching an internal climate innovation program. What’s the right mindset to adopt?
Answer A: “We’ll select the most realistic ideas.”
Answer B: “We’ll test everything—even the craziest concepts.”
Answer C: “We’ll start with what fits in with our existing processes.”
Right !
Correct answer B.
If every idea sails through the filters from the start, it means nothing’s really changing. Proper innovation begins where the current framework breaks down, where things feel uncomfortable, unconventional, even out of bounds. If you only stick to what seems “doable,” you’ll remain trapped in optimization mode. What you need are breakthroughs—not extensions of what already exists. Test. Disrupt. Surprise. That’s where the future begins.
If every idea sails through the filters from the start, it means nothing’s really changing. Proper innovation begins where the current framework breaks down, where things feel uncomfortable, unconventional, even out of bounds. If you only stick to what seems “doable,” you’ll remain trapped in optimization mode. What you need are breakthroughs—not extensions of what already exists. Test. Disrupt. Surprise. That’s where the future begins.
Wrong !
Correct answer B.
If every idea sails through the filters from the start, it means nothing’s really changing. Proper innovation begins where the current framework breaks down, where things feel uncomfortable, unconventional, even out of bounds. If you only stick to what seems “doable,” you’ll remain trapped in optimization mode. What you need are breakthroughs—not extensions of what already exists. Test. Disrupt. Surprise. That’s where the future begins.
If every idea sails through the filters from the start, it means nothing’s really changing. Proper innovation begins where the current framework breaks down, where things feel uncomfortable, unconventional, even out of bounds. If you only stick to what seems “doable,” you’ll remain trapped in optimization mode. What you need are breakthroughs—not extensions of what already exists. Test. Disrupt. Surprise. That’s where the future begins.
You need to train your board on the transition. You choose:
Answer A: A firm known for its ESG benchmarking.
Answer B: A climate scientist and an expert on planetary boundaries.
Answer C: A crisis leadership coach.
Right !
Correct answer C.
The barrier isn’t cognitive; it’s emotional, cultural, and rooted in power dynamics. The issue isn’t ignorance; it’s denial, pride, and fear of change. What you need isn’t another KPI review—it’s a mindset jolt.
You need people who know how to challenge egos, fears, and comfort zones. This isn’t about giving a lecture—it’s about triggering a shift in mentality. Change the mindset, and the rest will follow.
The barrier isn’t cognitive; it’s emotional, cultural, and rooted in power dynamics. The issue isn’t ignorance; it’s denial, pride, and fear of change. What you need isn’t another KPI review—it’s a mindset jolt.
You need people who know how to challenge egos, fears, and comfort zones. This isn’t about giving a lecture—it’s about triggering a shift in mentality. Change the mindset, and the rest will follow.
Wrong !
Correct answer C.
The barrier isn’t cognitive; it’s emotional, cultural, and rooted in power dynamics. The issue isn’t ignorance; it’s denial, pride, and fear of change. What you need isn’t another KPI review—it’s a mindset jolt.
You need people who know how to challenge egos, fears, and comfort zones. This isn’t about giving a lecture—it’s about triggering a shift in mentality. Change the mindset, and the rest will follow.
The barrier isn’t cognitive; it’s emotional, cultural, and rooted in power dynamics. The issue isn’t ignorance; it’s denial, pride, and fear of change. What you need isn’t another KPI review—it’s a mindset jolt.
You need people who know how to challenge egos, fears, and comfort zones. This isn’t about giving a lecture—it’s about triggering a shift in mentality. Change the mindset, and the rest will follow.
A team proposes investing in a low-carbon project that’s not highly profitable in the short term. You:
Answer A: Ask for a model of the positive externalities.
Answer B: Approve the project, but fund it outside the operational budget.
Answer C: Make it part of the core strategy—as a long-term bet.
Right !
Correct answer A.
You have to speak the system’s language to shift it from inside. This is often the only way to push through a strategic project as part of a traditional economic approach. As long as ROI is measured on an 18-month horizon, the key is to expand what counts as “returns.” The goal: to internalize what’s still seen as a “nice-to-have.” Factoring in hidden costs, systemic risks, and non-financial benefits is a political act. That’s how you redefine the standard for decision-making.
You have to speak the system’s language to shift it from inside. This is often the only way to push through a strategic project as part of a traditional economic approach. As long as ROI is measured on an 18-month horizon, the key is to expand what counts as “returns.” The goal: to internalize what’s still seen as a “nice-to-have.” Factoring in hidden costs, systemic risks, and non-financial benefits is a political act. That’s how you redefine the standard for decision-making.
Wrong !
Correct answer A.
You have to speak the system’s language to shift it from inside. This is often the only way to push through a strategic project as part of a traditional economic approach. As long as ROI is measured on an 18-month horizon, the key is to expand what counts as “returns.” The goal: to internalize what’s still seen as a “nice-to-have.” Factoring in hidden costs, systemic risks, and non-financial benefits is a political act. That’s how you redefine the standard for decision-making.
You have to speak the system’s language to shift it from inside. This is often the only way to push through a strategic project as part of a traditional economic approach. As long as ROI is measured on an 18-month horizon, the key is to expand what counts as “returns.” The goal: to internalize what’s still seen as a “nice-to-have.” Factoring in hidden costs, systemic risks, and non-financial benefits is a political act. That’s how you redefine the standard for decision-making.
Your climate plan has been generally well received. What’s your reaction?
Answer A: “Perfect, we’re on the right track.”
Answer B: “If no one’s pushing back, we’re probably not aiming high enough.”
Answer C: “Let’s make sure things are stable before going further.”
Right !
Correct answer B.
Real transformation makes waves. Consensus is rarely a good sign. If everyone’s applauding, it probably means you haven’t touched anything that matters.
True transition disrupts, redistributes, unsettles. Consensus often signals an empty compromise. You’re facing resistance? Good—that means you’ve hit a nerve. If not, start over. Go harder.
Real transformation makes waves. Consensus is rarely a good sign. If everyone’s applauding, it probably means you haven’t touched anything that matters.
True transition disrupts, redistributes, unsettles. Consensus often signals an empty compromise. You’re facing resistance? Good—that means you’ve hit a nerve. If not, start over. Go harder.
Wrong !
Correct answer B.
Real transformation makes waves. Consensus is rarely a good sign. If everyone’s applauding, it probably means you haven’t touched anything that matters.
True transition disrupts, redistributes, unsettles. Consensus often signals an empty compromise. You’re facing resistance? Good—that means you’ve hit a nerve. If not, start over. Go harder.
Real transformation makes waves. Consensus is rarely a good sign. If everyone’s applauding, it probably means you haven’t touched anything that matters.
True transition disrupts, redistributes, unsettles. Consensus often signals an empty compromise. You’re facing resistance? Good—that means you’ve hit a nerve. If not, start over. Go harder.
You want your company to become a climate leader. Your first move is to:
Answer A: Launch a major communications campaign.
Answer B: Rewrite your company’s purpose based on regeneration.
Answer C: Phase out a product or service that clashes with your climate goals.
Right !
Correct answer C.
Credibility is measured by what you’re willing to give up. A genuine strategic shift is defined by what you stop doing—not what you say you’ll do. As long as you keep adding without subtracting, you’re living in an illusion. Making hard cuts is what gives your message weight. Saying no to a toxic line of business—that’s what separates pioneers from pretenders. Start by making cuts. The rest will follow.
Credibility is measured by what you’re willing to give up. A genuine strategic shift is defined by what you stop doing—not what you say you’ll do. As long as you keep adding without subtracting, you’re living in an illusion. Making hard cuts is what gives your message weight. Saying no to a toxic line of business—that’s what separates pioneers from pretenders. Start by making cuts. The rest will follow.
Wrong !
Correct answer C.
Credibility is measured by what you’re willing to give up. A genuine strategic shift is defined by what you stop doing—not what you say you’ll do. As long as you keep adding without subtracting, you’re living in an illusion. Making hard cuts is what gives your message weight. Saying no to a toxic line of business—that’s what separates pioneers from pretenders. Start by making cuts. The rest will follow.
Credibility is measured by what you’re willing to give up. A genuine strategic shift is defined by what you stop doing—not what you say you’ll do. As long as you keep adding without subtracting, you’re living in an illusion. Making hard cuts is what gives your message weight. Saying no to a toxic line of business—that’s what separates pioneers from pretenders. Start by making cuts. The rest will follow.
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