Towards Regenerative Governance – an article by Ivan Reusse, Director of the Leadership Advisory practice at Grant Alexander Switzerland for Le Monde Économique
09.03.2026
While Green Leadership relies on innovation, governance and technology, it is above all rooted in the human dimension. Without the commitment of employees, no sustainable initiative can truly take hold within a company’s culture. The ecological and social transition cannot be imposed from the top down: it must be experienced, shared and embodied on a daily basis.
A societal expectation that has become unavoidable
Today, organisations are no longer evaluated solely on their economic performance, but on their ability to create collective value: environmental, social and human. Public opinion, investors, clients and younger generations closely scrutinise the consistency between what companies say and what they actually do. Green Leadership is therefore not simply about “greening” a strategy or publishing a CSR report; it represents a new model of governance built on shared responsibility and trust.
Social sustainability is not only a moral imperative; it has also become a driver of economic performance. Numerous studies show that companies able to engage and retain employees around a sustainable project achieve higher productivity and lower turnover. By fostering engagement, Green Leadership creates work environments that are more stable, creative and resilient. These conditions, in turn, enable innovation and long-term growth. In a tight labour market, this social dimension also becomes a factor of attractiveness.
A profound managerial shift
The role of the green leader is to place employees back at the centre. They create a climate of trust in which everyone understands the sustainability objectives and the value of their own contribution. Transparency, recognition and active listening therefore become strategic levers. But this also implies a cultural shift: moving from a logic of compliance (“we must”) to a logic of contribution (“we can”). This transition from a compliance mindset to a purpose-driven mindset transforms the way teams are managed. It is no longer simply about delegating tasks, but about co-creating meaning.
This contribution-based approach relies above all on trust and autonomy. It values local initiatives, micro-projects and everyday actions.
In some companies, a simple group of employees committed to mobility or energy sobriety becomes a genuine catalyst for social innovation. The green leader does not try to control everything; instead, they create the conditions for collective intelligence to emerge and for practices to evolve organically. In practical terms, this involves tangible actions:
• Setting shared objectives: integrating a sustainability indicator into annual performance reviews (waste reduction, improved recycling, energy sobriety).
• Involving teams: organising a quarterly “green workshop” where employees propose concrete ideas.
• Recognising engagement: publicly highlighting sustainable initiatives (newsletter, recognition board, team moments).
• Strengthening dialogue: scheduling regular discussions to review impacts and gather feedback.
• Leading by example: demonstrating that management itself applies the principles it promotes (soft mobility, reduced plastic use, local suppliers).
These everyday actions, often modest, help create a culture of coherence. It is this coherence—far more than slogans—that builds trust and strengthens the sense of belonging.