“Drill, baby! Drill!”

Those words from President-elect Donald Trump at July’s Republican National Convention sent clean energy stocks plummeting, and symbolised a sharp focus on immediate, short-term gains.

While it caught headlines, it also brought the idea of short-term profit into sharp contrast with the need for long-term sustainability.

As companies and employees grapple with how to align their daily work with broader sustainability goals, apathy and fatigue can set in, especially when the narrative of immediate results clashes with the long-term vision necessary for meaningful change. But overcoming this apathy is not only possible - it’s essential.

To create a culture of change, organisations must inspire employees to take ownership of sustainability efforts, even in subtle, small-scale ways. In fact, as sustainability leaders like Magali Anderson point out, it’s the small, everyday actions within a role that often lead to the most significant impact. Speaking on a recent LinkedIn Live she said:

“It’s not just about waiting for permission to act. If every person within a company took the initiative, we’d see exponential change in no time.”

The key is fostering an environment where employees feel empowered and motivated to make a difference.

Here are three strategies for you to encourage changemaking and beat apathy:

1. Empower employees to act without asking permission

Small changes within an employee’s role can have a big impact. As Magali explained: “If you are a procurement guy or procurement lady, and you can decide to look at the sustainability criteria of your tendering process and give them much more weight than before and give more weight, you pass a very strong signal to all your suppliers that sustainability is important. You don't necessarily need to go all the way to the CEO to ask if you can do that. You can just do it.” This kind of autonomy allows employees to take immediate action, sending a strong message about the importance of sustainability throughout the organisation. Encouraging small, personal decisions that align with sustainability principles helps employees feel that they are contributing to the greater good, even in subtle ways.

2. Shift from short-term to long-term thinking

Moving the conversation away from short-term profits to long-term gains is a critical step in creating lasting change. Sustainability goals often take years to materialise, and it can be challenging to convince employees to invest in slow but steady progress. Magali acknowledged the challenge of shifting from short-term thinking to a longer-term perspective, especially when it comes to explaining it to investors. However, she emphasised the importance of challenging how money is currently being spent and investing in the right sustainability initiatives, even if it requires working closely with the CFO and CEO to make that shift. By focusing on the long-term, organisations can help employees understand that their actions now will lead to future dividends in terms of both profitability and sustainability.

3. Create a sense of ownership and purpose

When employees feel personally connected to the company’s sustainability goals, they’re more likely to become changemakers. Magali emphasised the importance of personal investment by saying that if people don’t feel personally invested, it’s very difficult for them to embrace change, let alone champion it. Sharing real-world stories of impact and celebrating small wins—whether it’s reducing waste or hitting recycling targets—reinforces the connection between individual actions and company-wide success.

Ultimately by embedding sustainability into everyday actions, empowering individuals to lead change within their roles, and focusing on long-term goals, organisations can create a workforce of changemakers who are motivated to drive lasting impact.

The key is to make sustainability feel personal, achievable, and rewarding, allowing employees to take ownership of the journey toward a better future.