What integrity really looks like in sustainability work
Why tone, trust, and personal conduct matter more than frameworks
Sustainability is a field built on trust. But that trust can erode quickly, not just through greenwashing or data gaps, but through the way we treat each other day to day.
This week, I’ve been on the receiving end of that erosion: harassing emails with a coercive tone, containing personal attacks disguised as “feedback”. These aren’t just bad communication habits but signs that something’s broken. And in a sector meant to support long-term value and collective wellbeing, that matters.
So what does integrity look like in practice?
1. Integrity means acting in line with your values
That’s harder than it sounds, since sometimes values clash. You might value openness but be bound by client confidentiality (indeed, this is one of the challenges of working in a regulated profession – but I’d rather be subject to that scrutiny than not). You might push for accountability but still want to maintain relationships.
Real integrity is about how you handle those tensions. Not being perfect, but being consistent. Clear about what you can and can’t share. Honest when things don’t line up.
2. Bullying has no place in sustainable work
Sustainability is about balance between people, systems, and long-term goals. Bullying destroys that balance. It replaces trust with fear, and collaboration with control.
Occasionally, I’ve seen people weaponise tone or status to silence or undermine others. That kind of behaviour doesn’t just break teams but breaks the very premise of sustainability. I’ve also seen people weaponise a ‘victim’ mentality to manipulate others (if it hasn’t come through yet, I’m a fan of transactional analysis and the drama triangle!).
We can’t build just, lasting systems if we’re replicating toxic ones in our daily work. We can’t build loyalty (winning people over to the cause) or longevity (tangible value), or leave the legacy I believe we’d each like to endure if this toxicity prevails.
3. What preaching taught me about purpose
In my training as a local preacher “on note” in the Methodist Church (not something I tend to speak about in a professional forum), I’ve noticed something: everything in a service, from the prayers, the hymns, to the sermon, serves a purpose beyond the speaker. It’s not about showing off. It’s about showing up, and directing the attention to something (or someone) bigger than ourselves.
That’s shaped how I approach sustainability. When people use their platform to dominate rather than serve, it shows. The work stops being about the mission and starts being about the ego.
4. Boundaries are part of doing the work well
I don’t tolerate open mockery anymore. If someone wants to win a power game rather than build trust, I step back. There’s no point in feeding their narrative – as the proverb goes, “Answer not a fool according to their folly.”
There’s nothing strategic about staying in a toxic dynamic. Sometimes walking away is the most grown-up thing you can do. Their inner child is not my responsibility to soothe or appease; I am not their parent.
5. I haven’t always got it right
There have been times (especially when I was managing PTSD) where I’ve handled things poorly. I’ve spoken too sharply, been too defensive, or pushed too hard. And always with significant regret after the event.
Looking back, I can see those moments for what they were. Part of integrity, for me, is owning that, and doing the internal head work to reduce the risk of a recurrence. I care about this now because I’ve learned the cost of getting it wrong - to myself, to my fellow humans, and to the mission we serve.
6. For anyone working in ESG
If you care about sustainability, remember this:
Integrity isn’t just what you say. It’s how you handle pressure, conflict, and power.
Ask yourself:
Am I leading with the work or with my status / job title?
Do I challenge constructively or tear people down?
When values clash, do I explain or deflect?
This field doesn’t just need more frameworks. It needs more grown-ups. People who know when to speak, when to listen, and when to leave the room.
That’s the version of integrity I want to build on.