When we decided to become sustainable, we first focused on shifting our mindset. Sustainability is in our DNA, so I'm sure this would never be an issue. But if it ever were, I'd start by listening to concerns. Are they worried about cost, timeline, or implementation challenges? I'd bring data to the conversation—showing how our solar energy system will pay for itself within three years while boosting our market position. Rather than enforcing compliance, I'd involve skeptical team members in finding better implementation approaches. Resistance often stems from misconceptions that sustainability is costly or disruptive. By demonstrating how these strategies align with our core business, I can turn skeptics into advocates.

I’d start by understanding their concerns—whether it's cost, feasibility, or impact. Then, I’d share real-world success stories, showing how sustainability drives efficiency, innovation, and profitability. Data speaks volumes, so I’d highlight measurable benefits like cost savings from energy efficiency or market growth in green sectors. If skepticism persists, I’d involve them in a small-scale pilot project to experience the benefits firsthand."What you do makes a difference, and you have to decide what kind of difference you want to make." Keeping the conversation open, I’d address doubts with facts while aligning sustainability with their personal and professional goals.

The determined strategies must be taken by the decision of the majority. Therefore, the person who rejects the relevant strategies has to convince the rest of the team. Ignoring the person who thinks differently is the easiest part of the job, but if he defends his objection with justified reasons and if it is for the benefit of the company, why not, maybe he is right. However, if he cannot defend himself and does not have justified reasons, he has to comply with the majority of the team. If he still causes problems, he should be removed from the relevant project.

Dismissive behavior is usually tied to one's previous experience with a similar situation or a fear of unknown outcomes. This spawns a knee-jerk reaction where the tendency of choosing safety over exploration of what could be wins out. In a corporate setting, dismissive attitudes can be disrespectful, dehumanizing and disruptive to the overall process of implementing sustainability strategies. Many people say to take emotions out of decision making, but I would do just the opposite. Ask, "Is it the right thing to do?", "Would our company's reputation be hurt by it?", and "Would customers appreciate our efforts?". These are some processes that can incorporate collaborative, inclusive operational changes that most people will agree with.

If someone rejects the generally accepted strategy or finds it unnecessary, she has to convince the rest of the team. Otherwise he or she decide to stay or leave.