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Most business leaders believe sustainability costs money. They’re wrong. The proof is sitting right under their noses, bleeding out quietly as waste, excess heat, and byproducts every day the factory runs. Danish manufacturing data shows that more than 20% of raw materials purchased by the average company never reach a finished product. In a sector where resource costs account for more than 50% of total operating expenses — compared to less than 25% for salaries — that’s not a compliance problem or a branding challenge. It’s a structural, strategic failure that most business leaders have never been trained to see. Jasper Steinhausen spent two decades watching that failure play out across more than 100 companies in the Nordic countries. He came to sustainability not from the environmental side, but from marketing, where the core lesson was that people act on what they care about, not on what you think they should care about. When he started connecting the dots between resource-flow analysis and business strategy, the conversation changed. Leaders who tuned out every sustainability pitch suddenly leaned in when the frame was cost reduction, supply chain resilience, and competitive advantage. The “green” problem turned out to be a business problem in disguise — and a solvable one. That reframing is in his book, Making Sustainability Profitable: A Leader’s Guide to Growing a Thriving Business That Makes the World a Better Place. A free digital copy of the book is available at freebook.scoreapp.com — Jasper recommends starting with Chapter Three.

Jasper Steinhausen, Founder and CEO of Business With Impact and author of Making Sustainability Profitable, is our guest on Sustainability In Your Ear.

The argument Jasper makes is structural. Today’s business leaders have been trained rigorously in managing time and money, but almost never in managing material flows, even though materials dwarf payroll in the cost structure of most manufacturing companies. The result is a generation of leaders who are leaving more than half their cost base strategically unmanaged. The narrative problem compounds the structural one. When every leader wakes up believing sustainability is a cost, a constraint, and a compromise, they never get to the question of whether it might be something else. Jasper’s idea, which he posts about on LinkedIn and tests with clients ranging from small manufacturers to government advisory roles, is that the narrative is the first hurdle. The mental transformation has to precede the business transformation. Companies that clear that hurdle and start treating sustainability as an innovation platform consistently find themselves with a layer of competitive advantage their rivals haven’t even thought to open. Our conversation also covers the greenwashing trap, and how to avoid it by going around it entirely. The problem with leading on sustainability as a marketing message, Jasper argues, is that it inverts the logic. The job isn’t to convince customers to care about the planet. It’s to identify the problem they’re already trying to solve and deliver a better solution. Once that happens to be more sustainable because sustainability, done right, produces better outcomes. “Impact follows perceived value,” he says. A water company with a genuinely pure, chemical-free source doesn’t lead with environmental stewardship. It leads with safer drinking water for your kids. The sustainability isn’t hidden — it’s structural. It’s why the product delivers what it promises. Communicating it means doing what you say, saying what you do, and backing every claim with data and a visible roadmap. That’s not a compromise. That’s the only version of sustainability communication that survives contact with a skeptical market.

You can learn more about Jasper’s work at bwimpact.com and connect with him on LinkedIn.

Interview Transcript

Mitch Ratcliffe 0:09

Hello, good morning, good afternoon, or good evening, wherever you are on this beautiful planet of ours. Welcome to Sustainability In Your Ear. This is the podcast conversation about accelerating the transition to a sustainable, carbon-neutral society, and I’m your host, Mitch Ratcliffe. Thanks for joining the conversation.

Today we’re going to talk about sustainable business — making it sustainable, making it profitable; in other words, making it a business. Many people still believe that sustainability is just a cost center: a compliance hassle, a PR move, or something that hurts profits. This belief has kept many companies from joining the green transition. Instead, they’re waiting for rules to change or for others to show how it works. But the data tells a different story, and according to our guest today, when manufacturers in Denmark account for all their inputs, more than 20% of raw materials they purchase never reach a finished product. Instead, they bleed out as waste, excess heat, and other byproducts. That’s not just an environmental problem — that’s money leaving through a hole in the floor. And it points to something deeper: sustainability, when done right, isn’t a cost to be managed. It’s a source of competitive advantage that most business leaders have not yet learned to see.

So I’m joined today by Jasper Steinhausen, founder and CEO of Business With Impact, and the author of the book Making Sustainability Profitable. Jasper is a longtime circular economy business consultant to businesses in the Nordic countries. Over the past two decades, he’s worked with over 100 companies and has served as an advisor to the Danish government’s Green Transition Fund. He’s developed a framework — the Impact Blueprint — that guides business leaders through five key actions connecting sustainability with growth, resilience, and profit. Companies that use it have reported their best financial results ever.

So let’s talk with Jasper about common mistakes small and medium-sized companies make when starting with sustainability, how circular economy thinking is really about using resources better and making more profit, and how companies that go beyond compliance can stand out from the competition. We’ll also try to get into some tougher questions: Why isn’t the business case catching on faster? How do you tell real sustainability from greenwashing? And can businesses move quickly enough to meet what science says is needed?

To learn more about Jasper’s work, you can visit bwimpact.com — that’s all one word, no space, no dash. You can find his book Making Sustainability Profitable on Amazon or at your local bookseller. If sustainability is truly a profit driver hiding in plain sight, why do so many business leaders still see it as a burden, and what would it take to change that? Let’s find out right after this brief commercial break.

[COMMERCIAL BREAK]

Mitch Ratcliffe 2:58

Welcome to the show, Jasper. How are you doing today?

Jasper Steinhausen 3:01

Thank you, Mitch. I’m doing really, really well. Looking forward to having this conversation with you.

Mitch Ratcliffe 3:06

Well, thank you for joining me. I really appreciate it. You know, like myself, you’ve been working for 20 years or so at the intersection of sustainability and business strategy. I’m wondering — was there a moment, or maybe a specific client, that made the bell ring for you, that these two things are intimately connected?

Jasper Steinhausen 3:23

Well, for me, the problem is that most people tend to focus on only one problem at a time, right? We tend to isolate problems, especially those we don’t quite understand. And that’s not just a sustainability thing — that’s just how our brains work. But the reality is that sustainability integrates into so many areas in a business, as you probably realize yourself.

And I’ve always been looking at the positive side of things, looking for the opportunity. At some point, back in the mid-2000s or so, I was very much into climate. This was heading up towards COP 15 in Copenhagen, so climate was the thing — also for me. I started looking at climate as the opportunity to innovate and to rethink, and thereby to solve more than one problem at the same time, because there was lots of stuff that needed fixing.

My experience from working in marketing right after I left university was that the more I talked to people about what they care about, the more they listened. So I started connecting the dots: what are the types of problems they do care about? Because a lot of people don’t necessarily care enough about sustainability — it’s not their top priority. So I started to look at it this way: What if I get curious, try to understand what your top priority is, and then figure out how climate — or sustainability, or whatever your slice of this pie is — intersects with that problem? And then speak to solving that problem in a way that also has impact. Basically turning sustainability into the toolbox and using it to solve the problems people actually care about.

And things started moving more easily. Conversations were more interesting to people. From there, I’ve just been refining that process for — yeah, 20-plus years.

Mitch Ratcliffe 5:32

Well, as you say, there are a lot of problems, and the range of challenges a business or policymaker faces today is growing constantly. What do you find the primary motivation is — is it profitability, or is it a combination of financial sustainability and a genuine desire to do better? Where does the motive lie these days?

Jasper Steinhausen 5:56

Well, it depends. Usually I just start by asking people: What are your top priorities right now? What do you really want to succeed with? Not necessarily in sustainability, but where’s your head on the line — what have you promised the board, or your senior leadership, or whoever I’m speaking to in the organization? So rather than having a conversation around sustainability, I find it more interesting to have a conversation about what we really want to achieve.

But I do find that many leaders feel a fairly significant pain around the gap between the values they live by in their private life — the choices they make about food, cars, travel, housing, what they buy, what they choose to repair — and their professional life. In their private life, they make conscious, deliberate choices that factor in sustainability. Then they go to work for eight or nine hours a day, and there they just can’t connect the dots. So they’re basically living a split, unable to live up to their values in their professional life — which is a big part of your life. And that’s painful.

So for some there is an underlying personal pain point, but it always comes back to: I’m being measured on delivering business results. And if you’re not in a company that’s advanced and mature in sustainability — where it’s an integrated part of the brand — well, then it’s a distant second to cutting costs, increasing sales, and attracting talent. So to come back to your question: the short answer is that it’s the business side for the vast majority, but a lot of them have a personal drive underneath. They just can’t connect the two, so they don’t even try. When I help them do that, it becomes a real personal relief as well.

Mitch Ratcliffe 8:30

So what would you say is the most common objection you hear when you make the argument to, say, a room full of CEOs that sustainability can be profitable? Is there a common myth you can dispel right off the bat?

Jasper Steinhausen 8:42

Yeah, I guess they don’t say this, but I’m pretty sure they think it — “BS, this can’t be true” — though they’re polite people and don’t say it to my face. But the thing is, I’ve asked people on every continent, and I get the same response: sustainability is a problem, it’s expensive, it’s hard for business, and you have to compromise in so many ways. That seems to be the decisive narrative globally on what sustainability is.

The reality is that sustainability delivers competitiveness. It drives down cost. It drives innovation. It fuels engagement — and engagement equals productivity, less sick leave, attracting talent, more innovation. And combine all those, as you advance further and further, it also starts to lead to increased customer loyalty, because you make better solutions and find people and companies who see that alignment. There is so much business value to be gained, and people just don’t get that.

When we make what I call a mental transformation — before we’re capable of doing a business transformation — it’s kind of like all of a sudden thinking: well, what have I been thinking for all these years? You can read more about this process in Making Sustainability Profitable.

Mitch Ratcliffe 10:31

Well, you’re describing the recognition of a series of connections that constitute the system in which the business does its work — whatever that work might be. And one of the things that was interesting, and why I wanted to talk with you, is that you frame this all initially as a waste issue. I was surprised by the Danish manufacturing results you reported — that 20% of raw materials never make it into the product or service. For business leaders who haven’t thought about it that way, how does framing sustainability primarily as a resource-efficiency problem change the conversation? Does it make it easier to take that first step?

Jasper Steinhausen 11:08

Well, it’s a really good question. In general, it shifts things quite a lot. The thing is that business leaders don’t really know how to deal with resource flow strategically, and there’s a reason for that. From around the early 1950s to the early 1970s — what’s often referred to as the golden age of capitalism — there was a notion of seemingly endless abundance in energy and materials, and prices just kept falling. So it became less of a strategic issue and more like a cost of operations, something to hand down the chain to the head of manufacturing or wherever it sits today. In leadership literature, it gradually disappeared as a strategic topic, meaning that today’s leaders have never really been trained to strategically look at the flow of resources. They focus mainly on the flow of time and the flow of money.

So through no fault of their own — because nobody ever taught them, it was never part of their education or their portfolio — now this massive area has been ignored. I once had an opportunity to dig into Danish national statistical data — about ten years ago, though I’m quite sure the picture is the same today, perhaps even more significant. Less than 25% of costs go to salary. A bit more than 50% is tied to resources. If you combine these two things — it’s kind of mind-blowing. More than 50% of all costs are not part of leadership’s strategic focus. Let’s leave that for listeners to chew on, because that’s insane when you look at it like that. But it kind of just disappeared.

So when I come in and help rewire this connection — have them look at where the resource flows are — it becomes quite easy to see that there are things really going wrong in how we produce today. When I look at a company or a value chain, I basically see money bleeding out all over the place. If I’m asking how we can increase competitiveness and reduce cost, the first thing I’d say is: well, why don’t we start by stopping some of these holes? And the response is: “Oh, yeah, okay — I hadn’t thought about that.” Because that’s just how things run. Procurement procures, manufacturing produces, sales sells, everybody’s busy, the cost structure is baked into the price, and that’s it. Just intercept a bit and show them what it really is, and it’s kind of “holy moly.” And then you can start doing things.

Mitch Ratcliffe 14:39

Well, you’re describing what happens when suddenly the water is off and you recognize you’ve been counting on it without thinking about it for a long time. Each organization within the entity is in its own silo, focused on its own thing. So how do you move from being reactive to being proactive about sustainability? What does the sweet spot look like in practice?

Jasper Steinhausen 14:58

Yeah, well, I guess you could say that things move a little more easily once you align strategy and offering, and you and your team are working toward something bigger than yourselves. As some of your listeners probably know, we understand quite a lot about intrinsic versus extrinsic motivation. And we know that when we contribute to something beyond ourselves — something bigger — it feels really good.

So if you’re in a company that’s not just about profit, but also a profitable way to be part of making the world a better place — in whatever area fits that company — we can all see that a lot of things in this world are out of balance and moving in the wrong direction, whether that’s climate change, biodiversity, plastics, the amount of chemicals, or something in the social space. Whatever is your flavor, that’s up to you. And the second you can see: “Now I’m part of a team or a culture or movement that’s actually taking some real steps” — and you’re leveraging the full power of a business to do it — it becomes this massively leveraged change. You make better products because you use sustainability as an innovation platform. You put customers’ problems at the center, so you come up with solutions that are better for clients and better for the planet. Your team becomes more engaged, stays longer, works harder. And that’s why they beat the competition. It’s simply a better way of doing business.

Mitch Ratcliffe 17:15

Well, you see yourself within a larger system and a bigger context, and that allows you to find greater motivation as well as more opportunities for innovation. Can you share the principles of the Impact Blueprint — the five steps a leader listening right now on their commute can identify and potentially apply when they get to the office?

Jasper Steinhausen 17:39

Sure. There are five steps: mindset, mission, mapping out a course to move toward it, actually doing stuff, and then going out and talking about it. You can read through all of them in depth in Making Sustainability Profitable — and I’d be happy to gift your listeners a digital copy. Check the show notes for a link to download a free copy.

The mindset step is a lot of what we’ve already been talking about: shifting out of “it’s bad, costly, and a compromise” and into the opportunity space. Don’t start with “what environmental problems should I solve?” Start with “what business problem am I most focused on solving?” and then look at that through the lens of sustainability or resource flow. How does that intersect with the problem? Don’t go in thinking it’s more costly — it’s an innovation game. Find ways to make better solutions.

Mitch Ratcliffe 19:11

Great. We’ll include a link in the show notes.

Jasper Steinhausen 19:15

Perfect. Just read Chapter Three — that’s about a 20-minute read and you’ll be all good to go.

Mitch Ratcliffe 19:23

Chapter Three. Check it out.

Jasper Steinhausen 19:23

Check it out. The mission step is figuring out why we’re all doing this. What’s the bigger thing? Where do we want to go with this? Say you’re a smaller company, or founder-led, or owner-operated — where do I really want to go with this? What’s important to me? And making sure that matches with the business. You can look at a SWOT analysis — strengths, weaknesses, opportunities, and threats — and then match that with what’s personally important to you. Kind of like legacy thinking: what would you like to be known for? Is it children? Is it animals? Is it climate change? And then make sure those match, so you don’t choose an impact area you have no ability to actually move.

I’ve worked with clients who really wanted to do something on climate, but had a business with a very insignificant direct climate impact, or where the impact was tied into a supply chain where they had zero ability to influence anything, because they were a small company with giant suppliers on the other side of the world. So you need to match those things so you actually choose something that gives you a real chance of working on sustainability in a way that also improves your business.

Mitch Ratcliffe 20:56

And those two — mindset and mission — are a great place to anchor the rest of the conversation. What is the minimum viable move in terms of its ability to catalyze the passion you’re talking about for making the world a better place, while balancing the day-to-day challenge of covering payroll at the end of the month? Is there some initial investment or activity that takes you out of your comfort zone — where the silos stop you in your tracks?

Jasper Steinhausen 21:41

Well, you’re very right that getting out of the comfort zone is part of it. I find that the absolute majority of leaders don’t know how to lead sustainability — they see it as this separate thing.

Mitch Ratcliffe 21:54

And I would argue that they may not even know how to lead.

Jasper Steinhausen 22:00

Point taken — yes, duly noted. And especially for smaller businesses. A lot of founders or engineers who suddenly have 20 people on their hands are struggling just to keep everything going. Some even dream about going back to being in the weeds doing the actual work rather than all this leadership stuff. So, yeah.

Mitch Ratcliffe 22:28

The lone innovator is often where a lot of us begin this journey.

Jasper Steinhausen 22:32

Exactly — true. But what I would say is that there’s a lot you can do that doesn’t require big, long-horizon investments. The story about sustainability is very often that it’s about investing for the long view or future-proofing. But what I sometimes refer to as the “brilliant basics” — not a phrase coined by me, but still very valid — is to look at your company and see what you’re going to keep doing for a very long time. You’re going to keep taking raw materials, running them through process A, B, and C, and turning out a product for your customers. And your customers will keep wanting good quality, reliability, and the best possible price. OK — so here is something you can invest in, because it’s going to be ongoing. Are you doing it the right way?

And again, back to the resource flow and waste issue: you are not doing it the right way if you’ve never really looked at it. Unless you’re a very high-volume, low-margin Walmart-type operation that scrutinizes every penny — or you’ve been on the brink of bankruptcy — odds are good you’ve never really looked hard at this. When the Ukraine war broke out four years ago, what we saw here in Europe was a massive, near-overnight increase in energy prices. All of a sudden, companies saw a doubling or more of their energy costs, and for many, that was lethal. All hands on deck.

And within weeks, so many things were changed — none of which required big new investments. It was just smarter practice: let’s produce at night when energy is cheaper; maybe we don’t need the temperature at 98 degrees — maybe 92 is fine. All these things that were never looked at, because it wasn’t on the radar. You can do a lot of that. The minimum viable move is really just getting the basics right.

Mitch Ratcliffe 25:41

So you’re describing that moment of crisis when the reframing is almost automatic — because you don’t have control anymore. This is also a great place to take a quick commercial break, folks, because the wheels have been clipped off the plane. Will we land it? We’ll find out right after a quick commercial break.

[COMMERCIAL BREAK]

Mitch Ratcliffe 26:08

Welcome back to Sustainability In Your Ear. Now, let’s get back to my discussion with Jasper Steinhausen, author of Making Sustainability Profitable and founder and CEO of Business With Impact. So Jasper, one of the testimonials I read about your work is that in a single coaching session, you reframed an entire business through your questions. What do those questions look like when you sit down with somebody who says, “I know I need to do something — I think it might be sustainability.” How do you drill in to find out what they can actually do?

Jasper Steinhausen 26:41

Well, I can walk you back to that specific session, because I think it’s a story that underpins quite well what we’ve been talking about. So it’s a company that sells a water product of really, really high standard, and the founder is passionate about sustainability — but they were struggling a bit with getting traction in the marketplace and getting people to support it, whether that was investors, partners, or whatever. She was clearly more passionate about the sustainability part than a lot of the peers around her that she was trying to persuade.

But the thing is, she had really, really clear water — one of the few sources that could actually claim it was not contaminated with any man-made substances: no plastics, no chemicals, no PFAS, nothing. So I thought: what if we reframe this not as “a sustainable source” but as “better for your health”? How many people walk around caring about what they eat and drink? How many are worried about chemicals in their bodies or in their children? If this was the truly safe source of drinking water, what would that look like compared to pitching it as “the sustainable drinking water”? And she was like —

Mitch Ratcliffe 28:31

However — does that get them away from sustainability as a focus of the company? How do you avoid repositioning defocusing the mission?

Jasper Steinhausen 28:46

Well, the thing is that in order to deliver on that promise, she had to maintain exactly those sustainability standards. I was just reframing from selling the “green” solution to selling the value that comes out of doing that work.

Mitch Ratcliffe 29:03

Back to what I was asking about. So is leading with sustainability the wrong way to think about this, generally?

Jasper Steinhausen 29:12

It depends on your target market. So if you’re targeting people like you and me, it’s probably a good idea to lead with sustainability, because when I’m looking for something, my starting point is: where can I find anyone who’s done something remotely interesting in terms of sustainability? But the majority of people don’t start there. So if it’s green versus better, I’ll almost always go with better. What’s the better outcome that comes out of it?

In the water story, the pitch is cleaner and safer drinking water — P.S., it also happens to be sustainable. And that’s why she would not bottle it in plastic, obviously, because micro-plastics would migrate in and destroy the quality of the product. So it has to be in glass bottles — but you’re still not devaluing your mission. You’re just reframing the value. And basically it goes like this: impact follows perceived value. The job is to figure out what your ideal client perceives as valuable right now, and then show how your sustainable practice supports that. How do my choices become a reason for you to feel more confident in the product — because it helps you with the problem you know you have? And I know that, at the same time, it’s also good for climate or for whatever else. But that’s the icing on the cake.

Mitch Ratcliffe 31:05

One of the things I’ve learned over the years is that basing your product positioning on your own preference can be very challenging, because your preference and values may not map to the market’s. In this case, people are thirsty. They want good, clean, healthy water. Some of them — maybe not even most of them — want it delivered sustainably. Is it really important to lead with sustainability in any way, shape, or form? Or is that a subterranean activity? The thinking should be: let’s do this sustainably — but we don’t necessarily need to pitch that upfront. Let your quality speak first: you’re going to drink good, clean water; it won’t harm your kids; and, by the way, we’re going to be able to continue doing this without having destroyed nature.

Jasper Steinhausen 31:57

Yeah, I would probably go with something like that — but it depends on the room. Say I’m pitching this at Patagonia’s annual leadership assembly. Well, it’s probably a good idea to start by saying this is an amazing, sustainable product. They’re exactly the right audience for that. So it’s audience first — it’s page two of any book on selling.

So if people are on their commute back to the workplace thinking “what do I do?” — it’s just business. Sales is sales. Marketing is marketing. Innovation is innovation. What you can see is that sustainability is just an extra layer in the toolbox — and it’s one you probably haven’t utilized, and one that most of your competitors have never even thought about. That’s why you can beat the competition: by starting to utilize a layer in the toolbox nobody else is looking at, to develop better solutions, better business, lower costs, and more innovation.

And once you’ve done that, there’s a completely separate discussion: how much do you want to flag this externally? That comes back to who your target market is. Some you want to flag it a lot. Others — maybe not. “I’m trying to sell this to the White House right now, okay, I probably shouldn’t lead with sustainability. Let’s save that for later.” But if I’m selling to Patagonia, I probably want to flag it quite a lot. That’s a different discussion. You use the toolbox to make the better solution, and then you make a choice about whether and how much to flag it.

Mitch Ratcliffe 34:02

Well, in a lot of ways, what you’re doing is going around the greenwashing problem by actually focusing on why you’re making the decision. Greenwashing is a credibility killer in this space. If you were to go to Patagonia and say “we’re sustainable,” and it turns out you’re generating vast amounts of PFAS you’re dumping into the local water supply — you’re done with that audience. How do you recommend companies communicate sustainability in an authentic way, without making exaggerated claims? Because often, at the beginning of the process, they’re talking about their long-term goal rather than how they’re actually performing today. How do you begin that reveal in a way that lets people see you’re making progress, but without overpromising?

Jasper Steinhausen 34:51

Yes. If I should put this in really plain English: do what you say, say what you do, and be able to back it up with data. End of story. You could add: please don’t lie. In Europe, there’s regulation against this — it’s tied into marketing law. So making false claims is just breaking the law, the same as trying to sell liquor to minors.

But the key thing is: always be specific. Stay away from the generics — “I’m sustainable,” “I’m green,” whatever. No. We have done this specific thing. The problem is that when sustainability is pursued mainly as a branding exercise, because companies still believe it’s costly for business and the only return is PR — they try to push the envelope as far as possible. And that’s where all the greenwashing problems come from.

Whereas, if you go about it the way we’ve been discussing, the approach is: What are the three to five biggest business problems we have? What are the three to five biggest problems our clients have? Go to work on those. If you solve one of a customer’s biggest priorities, you don’t go out and say “this is amazing for climate.” You go out and say “we just fixed your problem — and, by the way, it’s also better for the climate.” See Chapter 3 of Making Sustainability Profitable for a full walk-through of this approach.

So there are three things to try to get at least a dash of in your communications. First, the mission — the bigger picture, the roadmap, the plan, whatever you call it. Show that this isn’t a standalone thing; it’s one in a series, and here’s what you plan to do next year and the year after. Then spend the majority of your time on the actual results: we have removed X, optimized Y, extended product life by Z. And be able to back it with data. In Europe, you need trusted third parties to verify the data. I’m not sure about the regulations on your end —

Mitch Ratcliffe 38:02

— here, we don’t have regulations anymore. Makes it easier, doesn’t it? Ha. You made reference earlier to potentially selling to our White House — which I’d argue is a fool’s gambit, because you’ll get stabbed in the back. But sorry, folks — it’s true. Do you see, in this environment of political pushback against sustainability, that the green transition is actually taking deeper hold — not just in Europe, but in business everywhere — because of the underlying resource-cost crisis you’ve been talking about? If we don’t find ways to reuse and reduce the cost of virgin material extraction, prices will just keep going up. Are we on the path to a greener, more environmentally responsible economy, or is it more talk than action?

Jasper Steinhausen 39:06

Well, that’s a really good question. There’s a long-form answer and a short form. Which one do you want?

Mitch Ratcliffe 39:13

Let’s go short — we’ve been talking for a while, and the commute for our listener is probably getting close to an end.

Jasper Steinhausen 39:19

  1. I think we are nowhere near realizing the potential, simply because way too few people have the right understanding of what this is all about. There’s a great misconception we’ve referred to a couple of times, and that’s really what’s holding us back. It’s what makes politicians pass the wrong type of laws and legislation; it’s what makes decision-makers pull back again. It’s somewhere between tragic and hilarious — because in the name of cutting costs and increasing competitiveness, we’re ignoring one of the most powerful levers available to do exactly that. This is probably one of the biggest opportunities to increase competitiveness in our time, rivaled only by AI. And yet, because we don’t understand it, we’re removing focus from it.

Mitch Ratcliffe 40:20

That’s a really important point — and it goes all the way back to the beginning of the conversation. You’re in your silo, focused on your particular challenge. If you just look up a little and see the synergistic opportunities in thinking across silos — first to reduce waste overall, and potentially even to begin regenerating nature by putting raw material back into it — that can be transformative.

One problem a lot of businesses have is that they think of the circular economy only as waste management or recycling. How do you talk about that with your clients? How do you make the case for a full life-cycle approach versus “I took care of my part of the job, I hope somebody else does theirs”?

Jasper Steinhausen 41:15

Well, basically — if they’re not ready to talk circularity, I don’t talk circularity. I might get there eventually, but I use different words. If the reason for taking materials back is to get cheaper or less risky raw materials — because right now they’re sourcing everything from the other end of the world, and we’ve all learned that international supply chains are far more fragile than we thought, what with wars and conflicts and all of that — then perhaps the smarter move is to start sourcing from more regional waste streams. OK, well, then maybe we’re talking about de-risking the supply chain, or cutting cost through access to cheaper raw materials. Whatever it is, I try to listen, tune in, and translate.

I’ve trained myself to speak the language of the CFO, CEO, CTO, head of manufacturing, and sales — whatever the role, I can probably find my way into it. The goal is to make sure they feel they’re on their own turf. In reality, I’m just getting them to use my tools — they’re just not necessarily aware of it. And if they are ready to talk circularity, great — we can go as deep as you like. But for most, that’s not the case.

Mitch Ratcliffe 43:09

Well, you’re hitting on the opportunity of the times, really — the era of code-switching, being able to move from one dialogue to another while maintaining continuity. That’s the authenticity piece, the non-greenwashing part we were discussing a moment ago. If this business case is so compelling, why isn’t every company doing it? What’s the real barrier — is it knowledge, lack of incentives, the need for a new culture, or the need to connect with a bigger culture than your organization? How would you encapsulate that for a business leader who asks?

Jasper Steinhausen 43:49

Well, my analysis is that the single biggest — or perhaps the first — hurdle to get over is changing the narrative. When every business leader wakes up every morning thinking “this is bad for business, this is costly, and it’s going to restrict me and force me to compromise” — and then sits down and thinks “OK, I’m trying to cut costs, trying to find new creative ways to expand into new territory” — they immediately think: “I’m probably not going to use this tool, because I know it’s more costly. It restrains me, and I’m trying to create maneuvering space.” When they think that’s what sustainability is, it never fits the purpose.

The reality is, it fits the purpose extremely well. But nobody knows why — which is also why I spend so much time pushing this narrative by posting six days a week on LinkedIn and being lucky enough to be invited onto programs like this. We need this change in narrative, because otherwise people never even get started. They never get to ask the questions. They never open their eyes to realize: “Huh, that’s strange — maybe we should have a look at this.”

Mitch Ratcliffe 45:19

And it’s because, in a lot of ways, we tell ourselves the same old stories — both because they’re comfortable and because you don’t have to explain them to anyone. As you think about the transition we need to make, what’s that one factor you would urge a business leader to consider as they think about the story of their business — is it the missed opportunity to do the world-improving work they want? Is it missed profitability? Or something else?

Jasper Steinhausen 45:51

Well, in the world of today — where competition is as fierce as it’s ever been for most — I would probably lead with the business side. Just: stop wasting money all the time. Stop that. So you could start by simply looking at what percentage of your overall cost is tied to resources, and how much of what you buy is turning into waste.

Waste is the most expensive and idiotic thing we can create. First, you pay good money to get raw materials. Then you pay people and equipment to work on them. You also pay for marketing, advertising, and sales. And by the time you’re nearly done, some of all of this is lost — and then you pay somebody to come and take it away. It’s lose, lose, lose, lose all the way through. And it’s also bad for the world.

So if we could just eliminate some of that, you’ll save money in procurement. You’ll save money in wasted time, salary, machinery, energy — all of it. And you’ll do a really, really good thing for the planet. And you can turn that into part of your story as well — your people will love you for it, and your clients potentially will too, depending on how you position it. It could turn a lose, lose, lose, lose, lose into a win, win, win, win. Or you could stay where you are and just be damned ineffective. It’s up to you.

Mitch Ratcliffe 47:41

I almost don’t know how to follow that last line — because that is the “I’m just going to stick to my guns” approach I hear from so many business leaders: “I don’t have time for that.” But when you open your thinking to new options, almost invariably, any business can recover. How can folks keep up with your thinking? Where can they see you? Posting on LinkedIn every day?

Jasper Steinhausen 48:03

Yeah, it’s fairly simple, because there’s only one person called Jasper Steinhausen. So if you find me on LinkedIn, I’d really love to have you following and engaging with my content. Hopefully there will be something that inspires you. And, as I said, I’ll be happy to gift you a copy of the book — check the show notes for a link to download a free copy. Start with Chapter Three, as we talked about.

Mitch Ratcliffe 48:29

Well, thank you, Jasper, for your time today. It’s really been a great conversation. I appreciate it.

Jasper Steinhausen 48:34

Likewise, likewise. And thank you for doing all of this. Thank you.

[COMMERCIAL BREAK]

Mitch Ratcliffe 48:43

Welcome back to Sustainability In Your Ear. You’ve been listening to my conversation with Jasper Steinhausen — sorry about mispronouncing his name earlier, by the way. He’s founder and CEO of Business With Impact and the author of Making Sustainability Profitable. You can learn more about his work at bwimpact.com — all one word, no space, no dash. And you can download a free digital copy of his book at freebook.scoreapp.com. When you do, check out Chapter Three first.

Jasper’s reframing of sustainability as a resource-efficiency problem hiding in plain sight is an effective tool for sustainability advocates in any organization. Danish manufacturing data shows that more than 20% of raw materials purchased by the average company never reach a finished product — instead, they bleed out as waste, excess heat, and byproducts. And by the way, you can also be wasting electricity excessively or burning too much coal. Don’t do that. That’s money leaving through a hole in the floor, not to mention an environmental impact too long ignored by business.

But as Jasper points out, this isn’t a failure of character on the part of business leaders. It’s a failure of training and culture. Ever since capitalism began, it has ignored the importance of resource costs. Sure, people talk about it — but when you actually look at it, we waste so much it’s insane. Today’s leaders have been schooled in managing time and money, but almost never in managing material flows, even though resource costs dwarf payrolls and account for more than 50% of the total cost in the average manufacturing company.

The second takeaway I urge you to think about is Jasper’s argument that the single biggest barrier to a green transition isn’t regulation, capital, or technology — it’s a narrative problem. In other words, we have to tell the story that becomes behaviors, repeated over and over to become culture. When every business leader wakes up believing sustainability is a cost, a constraint, and a compromise, their mental calculation about its value is over before it begins. Jasper’s bet is that once companies make the mental transformation — recognizing waste reduction, supply-chain resilience, and innovation capacity as the actual deliverables of a sustainable practice — the business case becomes self-evident. The companies that crack this beat the competition simply by using a layer of the strategic toolbox other companies never bother to open.

Finally, there’s the idea that runs counter to much sustainability advocacy: leading with sustainability as a primary value in your marketing is often the wrong move. Jasper’s principle that “impact follows perceived value” makes the job of the sustainable business clear — it isn’t to convince the market to care about the planet; it’s to identify the problem the customer is already trying to solve, and then bring a sustainable practice to bear on that problem in a way that makes the solution visibly better. That water company with the purest, chemical-free source doesn’t lead with environmental stewardship — it leads with safer drinking water for your kids. Sustainability is structural: it goes deeper than product messaging to why the product delivers what it promises. But it’s best positioned as a consequence of quality, not a call to conscience. Yes, it works with some consumers — like myself, who really pay attention — but for most people, we need to lead with quality. And that distinction matters, especially now, because greenwashing remains one of the fastest ways to destroy trust with an audience that cares most about the environment.

Jasper’s suggestion that you should do what you say, say what you do, and back it with data summarizes the challenge for any sustainability effort — whether it’s an internal initiative or the basis for a major product launch. Communicate specific results, not general claims, which we see far too often from companies pitching stories to Earth911. Anchor your results in a visible roadmap, so that your progress today can be seen as the first accomplishment on your road to a more sustainable world — not just the first in a long series of promises not yet kept.

So here’s the tension worth sitting with. Jasper’s model depends on business leaders choosing to look up from their siloed priorities long enough to see the resource flows bleeding money all around them. The global narrative that sustainability is a burden rather than a tool is nowhere near being corrected. It’s still driving policy decisions, investment decisions, and competitive strategy in the wrong direction. The irony is almost painful: in the name of cutting costs and increasing competitiveness, companies are ignoring one of the most powerful levers available to do exactly that — reducing resource costs by eliminating waste.

The window to act is open — wide open — and people are screaming for us to do better. The question is whether enough leaders will decide to stop leaving money and a livable planet on the cutting-room floor. We’ll keep talking with the leaders who do see the light and use it to illuminate the waste we can no longer afford — as a species, as a society, and as an economy.

I hope you’ll also take a look at our archive of more than 540 episodes of Sustainability In Your Ear. We’re in our sixth season, and I guarantee there’s an interview you’ll want to share. Writing a review on your favorite podcast platform will help your neighbors find us — because folks, you’re the amplifiers that can spread more ideas to create less waste. Please tell your friends, family, co-workers, and the people you meet on the street that they can find Sustainability In Your Ear on Apple Podcasts, Spotify, iHeartRadio, Audible, or whatever purveyor of podcast goodness they prefer.

Thank you for your support. I’m Mitch Ratcliffe. This is Sustainability In Your Ear, and we’ll be back with another innovator interview soon. In the meantime, folks, take care of yourself, take care of one another, and let’s all take care of this beautiful planet of ours. Have a green day.

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Sustainability In Your Ear: GoodPower’s Leah Qusba on Selling Clean Energy as Pocketbook Power

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In 2024, 91% of new large-scale renewable projects around the world made electricity for less money than any fossil-fuel option, according to the International Renewable Energy Agency. Solar power was 41% cheaper than the lowest-cost fossil fuel, and onshore wind was 53% cheaper. The technology that can lower energy bills, keep the grid stable, and create jobs is now the most affordable way to build power almost anywhere. So, here’s the big question our guest faces every day: if clean energy is this good and this affordable, why is it still so tough to get people to support it? Leah Qusba leads GoodPower, a nonprofit focused on strategic communications and research. For almost twenty years, it was known as Action for the Climate Emergency, but it changed its name during Climate Week 2025. Since Leah took over, the group has grown about ten times bigger, built a network of over 8,500 content creators who share facts about renewables, and started running live messaging tests through its Good Data Lab. The new name highlights that renewable power is good power, and the best way to win support is by showing how it affects people’s monthly bills. The decision to rebrand was based on data. Leah’s team learned that words like “climate” and “emergency” can shut down conversations in rural, conservative areas where most new wind and solar projects are built. GoodPower shifted its message to focus on jobs, community investment, and steady power bills.

Leah Qusba, CEO of GoodPower, is our guest on Sustainability In Your Ear.

GoodPower also works to fight anti-renewables disinformation, which Leah says spreads fastest in the first day or two after a grid emergency. When Winter Storm Fern knocked out power in more than 20 states in January, the organization had a few days’ notice and quickly got its creator network ready to “prebunk” the usual claim that renewables caused the blackouts. This strategy, based on the Debunking Handbook, starts with the truth, points out the false claim, and then repeats the truth to make it stick. GoodPower uses the same idea in its AI tools: CleanCast predicts where local fights over new projects might start so communities can get accurate information early, and TrueVoice spots AI-generated comments in public records. Still, Leah says the best messengers are neighbors, since people trust those who share their experiences. For instance, when Boulder City, Nevada’s Republican mayor, Joe Hardy, talks about how solar and storage helped his town’s budget, it connects with other conservative communities in a way ads can’t.

GoodPower’s network of creators shares clean-energy messages through car-repair, food, and gaming videos. Leah calls this the raisin bread theory: the regular content is the bread, and the renewables message is the raisin. For communities already dealing with climate impacts, she highlights groups like Extreme Weather Survivors, which gives wildfire and flood survivors a way to push for policy changes from the ground up.

To learn more, visit goodpower.org and follow Leah Qusba on LinkedIn, where she is active and easy to reach.

Interview Transcript

Mitch Ratcliffe   0:10

Hello! Good morning, good afternoon, or good evening, wherever you are on this beautiful planet of ours. Welcome to Sustainability In Your Ear. This is the podcast conversation about accelerating the transition to a sustainable, carbon-neutral society. And I’m your host, Mitch Ratcliffe. Thanks for joining the conversation today. Let’s talk about accelerating that shift to renewables in detail.

The technology to lower our energy bills, build a more secure grid, and create millions of jobs already exists. Renewables are now the cheapest and fastest power to deploy almost anywhere on the planet, so here’s the puzzle my guest today wrestles with every single day. If the solutions are this good and this affordable, why is it so hard to build public support for them?

Part of the answer is that we’re trying to make the case for sustainable technologies in an openly hostile environment. Federal climate policy has been rolled back, and there are coordinated disinformation campaigns ready to blame wind and solar within hours of any grid emergency, whether or not the facts support those accusations. And the social platforms where most people get their information will quietly bury anything labeled climate, handing it only to people who already agree that it’s a concern. The audiences you need to reach most never see your message about sustainability.

Leah Qusba has built a career breaking through the noise to reach audiences intent on climate progress. She’s the CEO of GoodPower, an organization you may have known until recently as Action for the Climate Emergency, or ACE. She’s led it for more than 15 years, growing it roughly tenfold into one of the sharpest media and research operations in the climate space, and she runs real experiments on what messaging actually changes behavior, working with thousands of content creators to carry the conversation to people the movement has never reached before. Her own path started along Wisconsin’s Fox River, in a stretch of water she played in as a kid that later became an EPA Superfund site before she finished high school.

We’re going to explore how to sell the benefits of clean energy when the word climate itself becomes a liability, and how you fight disinformation when a lie travels faster than the truth, and why Leah ultimately believes affordability, not alarm, is the door most people will actually walk through when asked about climate. So, what can we do to shift the climate conversation? Let’s find out after this brief commercial break.

[COMMERCIAL BREAK]

Mitch Ratcliffe   2:41

Leah Qusba, welcome to Sustainability In Your Ear. How are you doing today?

Leah Qusba   2:45

I’m doing great. How are you?

Mitch Ratcliffe   2:46

Well, I’m well, thanks for taking the time to talk with me. It’s always interesting to speak to somebody who’s been dedicated to climate awareness for so long. You grew up in Wisconsin’s Paper Valley, and a river you played in, the Fox, became an EPA Superfund site while you were in high school. How much of your work derives from the experience of having played in that river, which was polluted and needed a cleanup?

Leah Qusba   3:10

Yeah, I certainly didn’t know it at the time, growing up in small-town USA in northeastern Wisconsin. I think it has impacted me dramatically and greatly. I kind of look back — it’s over, you know, 25 to 30 years ago at this point. I look back at that time and think, wow, there’s nobody organizing people around that type of environmental disaster. People were angry, they felt powerless. It took over a decade, and then the EPA said, well, we did our best, we can’t really fully clean this up in terms of all the PCBs in the river. So I look back on that time, and I think it did set me on the path that I’m on today.

Mitch Ratcliffe   3:52

We know so much more about the world, and part of the experience of living by a river that turned out to be so polluted is your own recognition. How do you use that approach to storytelling to help other people make the leap to understand where we are with regard to the climate?

Leah Qusba   4:09

Well, I often think about my dad, and what’s interesting about my dad is he’s a staunch conservative — he believes climate change is not man-made — and he recently became a supporter of solar, not because of me, not because of his own daughter’s influence, but actually his HVAC guy has a side business doing rooftop solar, and it was that conversation that convinced my dad. So I think what I take away is: rural speaks to rural, conservative speaks to conservative, neighbor speaks to neighbor.

I think in an internet environment where people trust what’s on the internet less and less, and with the rise of artificial intelligence and related content, I think all we have left is really each other, and so we really leverage that. How do we find stories of communities that already have solar, wind, and batteries, for example, to demystify what these technologies are for a neighboring town, county, or state? It really works.

Mitch Ratcliffe   5:11

In September, you changed the name of the organization from Action for the Climate Emergency to GoodPower. What stopped working about the words climate emergency?

Leah Qusba   5:21

Yeah, I mean, I think as the years went on and we were using this brand, we don’t want to fall into traps where climate, decarbonization, and energy issues are sort of unfairly politicized as left versus right. When we say words like climate in a rural conservative community, that can be a non-starter. When we say things like emergency, do we fall into the trap of being climate alarmists, as we have been dubbed? There’s a different way — there’s a bigger-tent approach where, depending on the audience you’re speaking to, there’s different ways in to showing the economic promise of the energy transition.

Right, what do communities get? Jobs, community investment, long-term leases for farmers and landowners that are, you know, nervous private equity is coming to buy their land for an Amazon logistics warehouse or a data center or something like that. So I think for us, our brand wasn’t working for enough of the American people, especially where, you know, ground zero for the energy transition happens to be rural red America, where a lot of this infrastructure needs to be built and is being built.

So we did it because we wanted a bigger tent that more people could get under and feel a sense of belonging — that, wow, I see something for me in the energy transition. I see something for me in what community benefits I could potentially reap from decarbonized power being built in my town or community. So it was really about creating that bigger tent for more people to get under.

Mitch Ratcliffe   6:51

Well, your dad’s experience is recognizing that there’s economic opportunity in advanced technology. Funny thing, it wakes you up to the opportunity, but it doesn’t address the fact that we’re being told that there’s a crisis all the time, and one of the issues that I seem to run into a lot is that even within the climate community there are very rigid differences of opinion about where to focus our effort and investment. How has the movement torn itself apart to a degree, even as it establishes real credibility because of the fact of the climate changing so rapidly?

Leah Qusba   7:25

I mean, when you just break it down to scientific terms, right? Climate change happens very slowly, and then all at once, I think, is the famous quote, right? How did I go broke? It started slowly, and then all at once. I think for us, what we have learned — we’ve been in business for about 18 years, and I’ve been at GoodPower for about 17 of those years — the number one voting issue, cycle after cycle, and now even young people in 2024, in the last presidential, even young people rated the economy as number one. Usually they’re voting on values issues, you know, racial justice and all sorts of other things. They rated the economy. So the economy isn’t working for most people. Nearly 70% of us in the US live paycheck to paycheck.

So we really, at GoodPower, recognize that people want immediate change. How are my energy bills going to go down? Why are prices at the gas pump going up and down like the stock market? Why aren’t they more predictable? The answer: homegrown power — solar, wind, batteries. It’s not exposed to global commodity risks like oil and gas, right? There’s no far-off war that is going to make the cost of the wind and the sun, which happen to be free — there is no fuel cost — it’s not going to make those go up and down in that way.

So I think it’s about connecting the everyday experiences and things people are constantly worried about. How am I going to keep my job? Am I going to be laid off? Will I be able to afford groceries this week? My energy bill doubled in the last year, and there’s no sight. How do we look at the energy transition as unlocking this generational economic opportunity, right? This potential economic renaissance for the middle class. It’s not just saving money and having more predictability and control and autonomy around one’s bills. It’s also about the wealth regenerating and the economic investment.

I’m from a rural community. These communities are emptying out. Young people are leaving. They need investment. They need new schools, new infrastructure, new roads. Farmers are struggling — hundreds close every year in the US. Well, great: let’s farm 300 acres of solar, along with my 3,000 acres of soybeans and corn. When I have a rough year, the solar still pays the bill. So I think there’s incredible economic potential here, and that hasn’t really been communicated effectively.

Mitch Ratcliffe   9:39

You argue that renewable power is good power, but at the same time, as you just pointed out, our energy bills are going through the roof. Are you arguing for truly distributed energy generation, or are you saying that there is a path to a collectively owned — whatever form that takes — infrastructure that allows us to really meet the electrical demands of the era we’re entering?

Leah Qusba   10:00

I think that’s a false choice. Our position is all of it. We are huge proponents of distributed energy resources, dispatchable power, some of the virtual power plant policies and investments that we’ve seen. We’re huge proponents of utility-scale and community-level renewable projects. We think battery energy storage — when you pair that, right, that’s the invention of the battery — is how we get to more reliable power. So all of it. I think we need all of it.

I think, you know, global energy volatility is really a hidden tax on American families that people are really exhausted having to pay, in the midst of a cost-of-living crisis where everything else is going up — healthcare, housing, groceries. When energy goes up, by the way, everything else goes up too. So I think it’s the predictability, it’s having more control and not being at the whims of these sort of global markets and importing that volatility into people’s lives that already feel chaotic.

Mitch Ratcliffe   10:59

And yet we need to press through the capital investment phase of this with determination, and it seems like the determination is being shaken by, let’s say, people at the White House. How do you tell a story in the face of such rigorous and often completely misleading responses from the other side of the political argument?

Leah Qusba   11:20

Well, I think the American people are pretty smart. Only 40% of Republicans actually approve of their own president’s energy policies right now. That’s from GoodPower’s own national poll we did with the University of Chicago back in mid-March. So there’s extremely low approval. People understand — they feel it. You have to fill your gas tank up, right, probably once, maybe twice a week. If you’re going on vacation, a lot more than that. You have to pay that energy bill and open it up, or go online and pay it every month. So it’s in your face constantly. Nobody’s seeing change, and when you have only 40% of your own party approving your energy policies and your agenda, that’s pretty abysmal.

So I think, from my perspective, when we look at the sort of all-of-government approach to kill renewables, we’re choosing energy winners and losers, and Americans are left kind of holding the bill. It’s simple economics 101 here — supply and demand. If we’re restricting the fastest, most affordable electrons from coming online, which happen to be from solar, storage, and wind right now, we’re going to drive up bills. I mean, my 11-year-old daughter would understand the economics of that.

Mitch Ratcliffe   12:28

AI is going to play a big part in how we ultimately tell the story, and part of the solution in terms of how we optimize everything that we do — simply because we have visibility into how things work in ways we would never have been able to pre-AI. How do you integrate that part of the story, that some of this investment is necessary to develop the intelligence that is going to help us untangle the crisis that we face?

Leah Qusba   12:53

I think the stark reality is that data centers are highly unpopular right now, and land use in general — land use projects across the country are really facing increasing public opposition. I am seeing some really bright lights within the news cycle around land-use development that is being done very responsibly, transparently, in an innovative way. I think about some of the Google data center announcements recently in the MISO region, where they’re looking creatively at how do we get electrons through virtual power plants, how do we invest in infrastructure, how do we invest in community benefits, how do we procure clean electrons to power our digital infrastructure. So I think there are some really good actors out there lifting up those stories where these developments are happening in a very positive way.

I think we can look to the utility-scale renewable energy sector — I mean, this is a lot of GoodPower’s work — but just telling the stories: people have reaped enormous benefits and are very happy with this infrastructure when it’s done in the right way, and it’s transparent, and it’s with stakeholder input. I think there’s a way to do land use that can be really uplifting to communities, but getting their input and involving them as stakeholders, I think, is absolutely essential.

I think the other piece of the story that we forget: big tech, right — technology has been the number one global procurer of decarbonized electrons on planet Earth for the last 15 years. So in other words, the growth of the renewable energy sector has been commensurate with the growth and advancement in the sort of digital revolution and technology. So again, there’s a right way to do it, and if we can uplift stories of where the community is on board with this infrastructure — because they’ve been consulted and they’ve gotten to weigh in, and they’re really getting a good deal out of it — I think the more we can do that, the better off we’ll be.

Mitch Ratcliffe   14:47

On the other hand, AI is also part of the problem, because it is used by algorithms to direct people away from the issue. You’ve said that when you mention climate in a video, it immediately gets relegated to a pile of links to people who already agree. In other words, we’re talking to the converted. How do you articulate that to somebody who is focused on the concerns they have about their community — particularly a rural community, where I live in one as well — when talking about the need for the investment in electrification and AI, which is also potentially part of the problem that we face in terms of being relegated to pools of people who agree and never get the opportunity to evangelize to others?

Leah Qusba   15:28

We don’t say anything to rural communities. We let rural communities talk to each other, so that’s what we enable. We basically find stories that are under-told and under-platformed. For example, here’s a farmer in rural Oklahoma, in western Oklahoma. They’ve had wind on their land for 20 years, put their kids through college. They were able to keep their generational farm that was handed down to them for six generations, and they wouldn’t have been able to keep it without the wind industry, right? So that could be very convincing to another farmer who’s facing closure in a neighboring plains state, or even within the Midwest generally.

So brands, I think, need to say less. I think what we need to do more of is find and mine those stories where the projects were built responsibly, the land-use development was done in a way that enriched the community and, you know, consulted the community. How do we find those stories? We’ve produced hundreds of these now over the last five years, all over the United States, all over Brazil, the UK, right, where we were trying to really build positivity and social permission and social acceptance of this infrastructure. The stories are all out there, and it’s just about platforming and telling them and breaking through when we see this news cycle that has been so anti-renewable from this particular administration. This is the counterbalance. Just go and ask the communities, and they’ll tell you how they feel about this infrastructure.

Mitch Ratcliffe   16:55

Can you give an example of a story that, for lack of a better word, sells the idea of economic prosperity built on renewables?

Leah Qusba   17:03

Yeah, I mean, really authentic, genuine stories. I’m thinking of a story from Mayor Joe Hardy in Boulder City, Nevada. Mayor Hardy is a Republican. He’s a staunch conservative. His story is about how economically secure Boulder City, Nevada, is for the next 25 years. He talks about solar and storage. He takes us out to the fields and shows us what that looks like, and that the community has no economic worries in terms of property tax revenue, and where those revenues are going, and how it’s investing in community infrastructure, schools, etc.

I think of another story in Oklahoma, of a school superintendent who talks about how the community benefit agreement that they signed with this wind developer built a new school, and what that means for children in a community that has not seen a lot of investment over the last few decades. And then we have countless stories of farmers, landowners, neighbors to these projects who talk about the community benefits agreements — what’s in them: long-term leases, new infrastructure, donations of emergency management vehicles, police cars, fire trucks.

And again, when you position the community as a stakeholder and it’s transparent and you consult them, we can strike deals here that really work for the industry and for building decarbonized power, and that really work for people in the communities who feel like, “Wow, I’m being invested in, I’m not being extracted from.” We’re not replicating those systems of extraction; we’re investing in building something together. I think that’s really special.

Mitch Ratcliffe   18:35

Is there a risk in the movement swinging so hard toward pocketbook messaging that it no longer talks about climate, or clean in contrast to the dirty systems — or is that exactly the point?

Leah Qusba   18:45

I also think this is a false question, because we do talk about climate. It’s important to talk about climate. 8% of voters under 35 rated climate as their number one issue in 2024. So a front-door climate message, and increasing the awareness and the pie — you know, the slice of people who are really motivated by a climate message that’s front-door — I think there is a huge audience out there. We speak to that audience.

I think the point is, this is not a one-size-fits-all solution, right? The internet and social media are increasingly fractured. Audiences are tribalized. Knowing what platform you’re on and who you’re speaking to — once you know that information, you should have a very sophisticated segmented strategy. How do we connect audience to messenger and message? If you’re trying to have a silver bullet, sort of, you know, one campaign to rule them all, I think that’s a recipe for failure, and in fact you can have polarizing effects. You can make people feel less inclined to support energy and climate policies that are going to drive forward a decarbonized economy by not having the right messenger, or even a polarizing messenger that could make them more entrenched in that opinion. So I think you can do more harm than good in some cases.

I think having empathy — whether you’re talking to somebody on the left side of the ideological spectrum or the right side of the ideological spectrum, or somewhere in between — really knowing who those people are and what moves them and what they’re about, and really trying to seek to understand them and not label them as something other, or “these are not my people.” I kind of hear a lot of that sometimes. Everybody’s our people. If you’re a person, you’re our people. And I think there’s a way to speak to literally anybody about these issues in a way that’s going to land with them, and that’s really the science of communication.

Mitch Ratcliffe   20:37

To be a people person takes real work, especially when you’re telling stories. There’s a lot to unpack in this strategy. Let’s take a quick commercial break and come back to continue this fascinating discussion. Stay tuned, folks.

[COMMERCIAL BREAK]

Welcome back to Sustainability In Your Ear. Now, let’s continue the conversation with Leah Qusba. She is CEO of GoodPower, which is a strategic communications nonprofit working to highlight the need for and benefits of renewable energy. Leah, how do you see the world of storytelling changing because we have the tools that AI unlocks to target and reach people better? Or are we going to be overwhelmed by misinformation? I’m just — where should we set the bar in our expectations about the future of storytelling?

Leah Qusba   21:25

What a deep and complex and fascinating question. So let me start with the platforms themselves, where people are now using Claude and ChatGPT and other AI platforms almost as Google search platforms, right? So they’re looking for information. So I think one way that we’re using these tools is really, how do we set the terms of what information comes up when people are searching around: is solar good or bad? You know, will this raise my bills, lower my bills? Right, so it’s basically like SEO, but for these AI platforms — it’s called AEO and GEO. So how do you do search optimization and get the facts, not the fiction, to pop up in search results? So we do some of that work, going to the source of when people are searching, what information are they getting.

I think then, you know, we think about AI as a technology when it’s really a set of complementary capabilities, right? We’ve got automation — how do we automate the tedious and repetitive things that humans don’t want to do, so we can focus on higher-level creative work? Predictive — right, how do we forecast where siting and permitting battles are going to be through 2030 around clean energy projects, or where opposition might be forming? So how do we predict the future? And then we’re all familiar with the generative capabilities around doing better analysis and communications and content creation, etc. And the way we look at these capabilities at GoodPower, it’s less about a single piece of technology; it’s about leveraging these capabilities to build custom models. So I can walk you through a few pieces of those technologies that we’ve sort of housed.

One product is called CleanCast, and this is a piece of predictive, AI-enabled technology. It helps us forecast where the renewable energy industry might build their projects, so it pipes in public opinion research from local counties, it pipes in the governmental, environmental, and regulatory constraints that might exist. Are there existing bans and moratoria? How does that state do permitting? Does it do it at the county level through a county commission, or is it a state process through a PUC or PSC? So all sorts of intelligence to help us predict: where are these projects going to be built? What’s the prime location? Can we get there first and inoculate the public to disinformation? Can we make them resilient and less vulnerable to disinformation?

The disinformation we see out there is astounding. There was a disinformation cluster last week trying to scare potato farmers, saying Frito-Lay won’t buy your potatoes if you host solar on your land, because they’ll have glass shards in them — your potatoes will have glass inside from the solar panels. We traced this disinformation to some potato trade industry associations that are funded predominantly by the fertilizer industry, and fertilizer is petrochemicals, right? So if you follow the money — how do we anticipate where disinformation or opposition is going to be? Where is the industry going, and how do we get there first? Generally, people remember what they hear first, right? So before the public understanding hardens around the disinformation, how do we get there first? So that’s an example of one product. I have a few more I could share with you as well.

Mitch Ratcliffe   24:41

Well, you also have a small army in what you call the Creator Collective — 8,500 creators, 350 to 400 million followers in food and fashion and gaming and all the things that creators do. How does the sustainability message travel through a network like that? Maybe the message begins with a car influencer, then you run into it in a fashion commentary as well.

Leah Qusba   25:03

Well, I think, going back to your previous question around the tribalization problem on social media — like, how do we break through when the algorithms just sort us into the, you know, left-of-center green climate bucket? We don’t want to be sorted into that bucket. So creator marketing is a way to get around that. We don’t generally lead with a sustainability message with everyone. We lead with the message we think is going to work with that audience.

So if we’re trying to reach a bunch of car bros or commuters that really could save thousands of dollars annually from switching to an EV — maybe they live in a rural commuter town, they drive to the city for work — we want to hire a bunch of car bros, right, creators that are talking about fixing cars, and they slip EV messaging into their regular content streams that are more entertaining for their audience. We call it the raisin bread theory, where most of the content stays the bread, and you’re sprinkling in the raisins.

You could apply this to any one of these content verticals. If we’re talking about regenerative agriculture and getting toxic chemicals out of our food supply, MAHA moms are a great example — suburban white women in the MAHA movement, right? We want to find a bunch of them, or doctors and nurses who are really universally credible messengers who talk about health content. So depending on the audience and the campaign’s goals, we look into that community and we decide: okay, who do we want to engage for this campaign, and who’s the right credible messenger for the audience?

Mitch Ratcliffe   26:26

So would you describe that as: you coordinate and plan a sequence of messages? Or is this something that continues to happen organically based on your urging?

Leah Qusba   26:35

We do both. We do long-term campaigns that are multi-year, sort of patient-capital investments to changing an entire community’s way that they think about these technologies, where maybe there was a huge gap in understanding. One example would be: over 55% of Americans say they’ve never or rarely even heard about battery energy storage. They don’t know what it is. Great — it’s a fantastic opportunity to provide some baseline education to a huge group of people, where these projects are probably going to be built. We can get there first, before any disinformation gets out around these projects.

Then we have things that are more reactive and tied to the news cycle. So, almost two decades I’ve been in this work, and we keep losing during these rapid-response, sort of high-attention moments. The wildfires in LA are a really great example from last January, and we actually lost that narrative — DEI was blamed, that we were too busy with DEI in California to, you know, do proper forest management. It was ridiculous, but when you looked online and did advanced social listening analysis of the narrative, there were more mentions where the disinformation around DEI took over the conversation, instead of “hey, climate change is making these disasters more costly, more dangerous, and by the way, insurers are leaving the market in California.” Who’s holding the bag for that? It’s not the polluters that caused the problem; it’s the ratepayers, the premium holders that live in that state. So how do we make those connections? So there’s both a rapid-response element where we’re gathering this intelligence from the news cycle and responding, and then there’s more long-term strategies that we’re building as well.

Mitch Ratcliffe   28:14

Talk a little about the rapid response. In January, Winter Storm Fern caused up to $6.7 billion in damage, and there were a lot of disinformation initiatives around that storm almost immediately, and they were blaming wind and solar for the grid not having stayed as resilient as it needed to be, ignoring the fact that it’s an ancient grid. What does an effective, fast counter-messaging effort look like? How do you move the truth at the speed of a lie when lies are propagating so quickly?

Leah Qusba   28:46

We actually did a rapid-response activation with our creator community that last weekend in January — I remember that vividly — and because Winter Storm Fern was a forecasted storm, we actually had a few days of lead time, so it wasn’t a same-day activation. We could plan and really activate our community.

So what we did: we used the best practices — sort of the gold standard for inoculation, or prebunking, is another way you can name it. It’s to prepare the audience for disinformation they might see, so that when they see it, it bounces off of them instead of sinks into them. So we follow the Debunking Handbook, and there’s a way to do it where you’re not reinforcing the disinformation. There’s a huge risk in social science of actually reinforcing the lie if you don’t do it in the right way, in terms of introducing the truth, talking about the disinformation, and ending with the truth. We call it the truth sandwich.

So we did that. We activated a couple dozen creators who got millions of views on their content, basically saying, look, the lights are going to go out because of this storm. It’s affecting over 20 states. It’s happening this weekend. If you see blaming or scapegoating — that, oh, the power went out because of those unreliable renewables — don’t be fooled, that’s not the reason. It’s actually inter-regional transmission in our aging grid, and literally frozen coal and gas supply.

And we can look back — we had people who went through Winter Storm Uri. We had some Texas moms who were in our rapid-response creator community that could talk about their own experience. Oh, the same thing: Governor Abbott actually said disinformation on national television in Texas, saying, “Oh, those frozen wind turbines, that’s why the lights went out.” So we actually had people from Winter Storm Uri, who went through that in ’21, that were part of this collection of creators that were activated and were able to speak to their own experience — that, oh, every time there’s extreme weather and the lights go out, renewables are scapegoated. Don’t be fooled, that’s not what it is, it’s this. And so it was very effective.

Mitch Ratcliffe   30:45

Now, you do a lot of randomized trials of different kinds of messaging, and I’m wondering if there’s an example of something that you didn’t expect to work but really did when you put it in the market — or conversely, something you thought was a surefire win that didn’t work at all.

Leah Qusba   30:59

You know what was surprising? We saw a speech that was televised on the Senate floor with Senator Brian Schatz from Hawaii. He was giving a speech on the Senate floor around how the Trump administration’s policies to block renewable energy were driving up the cost of electricity and utility bills for Americans, and that that will continue to happen. We said, wow, this is great — most people in our testing think Congress isn’t talking about these issues. So we said, why don’t we give this speech to our creators, have them clip it up and add some commentary to it, and we’ll have a bunch of them share it. And then we’ll do a randomized control trial, where the treatment audience saw the content — one of the pieces of creator content — and the control group saw nothing, or a placebo. Let’s see how this works.

And our research question was: does this help Democrats, or does it help Republicans? Like, what happens when we have people in Congress talking about this? And it turns out not only was it extremely effective at solidifying the idea that these policies to block renewables from being built are driving up bills — so it was very effective at education and awareness — it was very bad for the Republican party generally. Eleven points we were able to get in the treatment group on disfavor for how Republicans were handling energy policy and utility issues. So we found that to be fascinating. We didn’t think a single exposure of a speech of somebody in Congress talking about these issues would be that effective, or have that outsized of an impact.

Mitch Ratcliffe   32:27

One of the things I noted: you started off focused primarily on youth climate education, but as you pivot toward everyone’s energy bill — which is a very dinner-table kind of 30s-and-40s, you-got-kids, you-got-to-think-about-this-stuff kind of problem — how do you stay relevant to youth who continue to grow up into what they can see plainly is a crisis, but that is increasingly being cast as a pocketbook issue?

Leah Qusba   32:53

I think what’s fascinating, and the unique part of this story, is that I’ve been at GoodPower almost the entire time, so many of the young people I personally worked with in high school are now into their 30s. They’re working for social impact investors, they’re working at the EPA, they’re working for big foundations, some are working for hyperscalers and AI companies, and what’s fascinating is they’re taking those values around these issues into their professional lives.

I think, you know, this idea of kind of growing up and maturing within the movement — and I think post-COVID, when we see how COVID really affected the youth movement in general, and college campus organizing: nobody was in person, and you kind of got to be in person to do organizing, to build those relationships and pass the baton to underclassmen, etc. So I think, for us, seeing some of these young people mature themselves into the professional working world — this generation has now permeated the private sector, the public sector, and they’ve carried this sort of generational youth climate movement, sparked by Sunrise, you know, sparked by our organization, Power Shift Network. They have a whole new view, I think, that they’re bringing into corporate America right now, around their values and around how much they prioritize climate and energy policies that make sense.

I think they’re also living in a world where they can’t attain the same things their parents did financially. They can’t own a home, they can’t afford to buy a car, or even move out of their parents’ house. So I think our messaging around the economy — I think it works for young people that have kind of grown up in this movement and are very angry, like most Americans are, around this cost-of-living crisis.

Mitch Ratcliffe   34:37

The number of jobs represented by the capital that is being held in abeyance because of the misinformation must be incredibly frustrating for younger people. I mean, we can see the explosion of economic opportunity that would happen — it might look more like China, for instance. I was reading your 2030 plan; you’re leaning into AI and product development and breakthrough technology, and I’m wondering what those breakthrough technologies that you think are most important to understanding where we can go might be.

Leah Qusba   35:07

I think geothermal is really fascinating. Of course, anything that is zero carbon, I think, is really interesting to our organization when we think about the climate problem and decarbonizing the global economy. I think it’s a very nascent technology, so there’s some fair criticism there, but I would say uniquely it has this bipartisan support because it uses the same rigging and tools and equipment and skills as the fossil fuel industry, right — oil and gas and fracking workers. So I think there’s incredible bipartisan support as well, and I think as these technologies mature, we’ll be in a front-row seat, kind of looking and seeing how these develop and mature over time.

When we think about artificial intelligence tools, we think about it in a bit of a different way. I think one pervasive issue we’re seeing right now is AI manipulation and fabricated opposition in local siting — so AI-generated comments flooding decision-makers, and they don’t know what’s real and who’s real. So we built a product for that called TrueVoice that separates authentic local input from AI-manufactured opposition. We’re going to give it to community stakeholders, county commissioners, public service commissioners, the developers — everybody deserves to know: okay, what’s the probability that there was AI manipulation on this docket, and now how much do we weigh this? Maybe it’ll create new systems of what we prioritize and how we gather community input. Maybe there’ll be a premium on in-person hearings and showing up, you know, and reinvesting in local organizing.

So I think our use of these tools is really around identifying the cracks that could become fissures that could become huge cliffs for the work that we do in our pathway to accelerating decarbonization — and how do we fit within those, and how do we problem-solve and deliver solutions that don’t just solve our own problems at GoodPower, but sort of solve big, big systemic, sectoral problems.

Mitch Ratcliffe   37:04

As you think about where we are right now, and everything you just said in the context of what we’re looking toward in terms of the world we want to build — what are you most hopeful about right now?

Leah Qusba   37:13

Well, I think the market forces, much to President Trump’s chagrin, are just too strong to stop the industry. You know, we have a deadline coming up on July 4, where the PTC and ITC — right, if you haven’t begun substantial construction, and now this is being litigated, or this 5% test, you know, have you spent 5% of the project budget — you will not be eligible for the PTC and ITC, these important tax credits that make these projects more lucrative and more profitable and more desirable from a financial investment perspective.

But when you look at the impacts of this sort of arbitrary deadline that we’re all racing toward — yes, Rhodium Group says, you know, the industry is going to take a hit, and a lot fewer projects will be built, there’ll be more consolidation — but the industry is too mature, and decarbonized power is too attractive and affordable and clean and just desirable and homegrown and stable and secure. There’s just too many good things, I think, wrapped up in decarbonized power to stop it.

I think the same is true for electric transportation. If we look to the global south — we work in the global south and non-OECD economies — where you see these two-wheelers and people buying electric vehicles in droves, because they don’t want to import this volatility of the global oil market into their households either. We look to food and agriculture, the MAHA movement of regenerative agriculture, the best carbon capture solution nature offers. People don’t want poison in their food, and we’re seeing a movement around that, and we’re seeing people get very exhausted and disgusted with, you know, the administration’s actions with Monsanto recently.

And so I think there is too much momentum for any one person or one administration to stop what’s happening right now. Can we throw roadblocks? Can we create friction? Can we run interference? Of course. We see our role as removing those bottlenecks, and kind of the counterbalance to that. So I think that gives me hope. The question is, how much time will it take? Time is our greatest enemy, and if we can save time, I think that’s the point. That’s where we avoid the worst consequences, and we seize the most opportunity. So how do we save time?

Mitch Ratcliffe   39:22

How does the adaptation story fit into what you’re doing today? Obviously, we’re going to need to prepare for this.

Leah Qusba   39:28

I think there are fantastic organizations out there working more on adaptation, disaster relief, mutual aid — community-based organizations that are doing a lot of that work. I think it’s hugely, hugely important. We’re going to need to figure out how to live and thrive and support people. The stories out of New Orleans, you know — hey, people have to move; this is going to be us; we’re going to lose 60 miles inland, right? So it has to happen. That’s not work that GoodPower is leading.

There’s a group of organizations, and also environmental disaster survivors. Extreme Weather Survivors is a great organization led by a dear friend of mine named Sierra Kos. They’re doing incredible work to really platform disaster survivors and what it’s like to live through wildfires, lose everything, lose your insurance — what does it look like to be on the front lines of these climate consequences, and how do we really tell those stories and use them, I think, as a warning signal, but also as an education tool to move local, state, and federal policies further toward supporting people.

I think the last thing I’ll say is some of the insurance subrogation laws that are being proposed in Rhode Island and New York, California, Hawaii. These are some of the leadership states saying, wait a second, polluters caused this knowingly for four decades — why are my constituents being left holding the bag? Why are they footing the bill when this industry was complicit? There’s actually a huge state policy movement right now called insurance subrogation, where insurance companies can actually go and make the industry pay for this and clean up — have a superfund, basically, where these companies pay into it, and when these disasters happen, they have to help clean it up, and that bill should not go necessarily to the community or the homeowner. And the insurance companies, too, I think, always get the blame and the ire, but as this continues to happen, that market is going to be more and more difficult over time. So I think having a solution where those most responsible and complicit with driving this situation are also going to be helping to pay for it.

Mitch Ratcliffe   41:46

Leah, thanks so much for this incredibly inspiring conversation. How can folks keep track of what GoodPower is up to?

Leah Qusba   41:52

Oh, good. Go to goodpower.org. We’d love to hear from you. You can contact us, you can reach me on LinkedIn, where I’m active as well, and we’d love to be in touch. Thanks for having me.

Mitch Ratcliffe   42:02

Thank you very much for spending time with us today.

Leah Qusba   42:04

Take care.

[COMMERCIAL BREAK]

Mitch Ratcliffe   42:11

Welcome back to Sustainability In Your Ear. You’ve been listening to my conversation with Leah Qusba. She’s CEO of GoodPower, the climate and media research organization known until recently as Action for the Climate Emergency, and you can learn more about Leah and her team’s work at goodpower.org. GoodPower is all one word, no space, no dash — goodpower.org.

Let’s consider what it means when an organization that spent 18 years with the words climate emergency in its name concludes those words themselves have become an obstacle to connecting with an audience. Now, this was a data-driven decision. Only 8% of voters under 35 rated climate as their top issue in 2024, and young people ranked the economy first and most important. And that’s the movement’s critical base. If it’s to transform this economy, affordability is what people — especially young people, who want to buy their first home, want to buy their first EV, or would like to be able to put their kids through school. Those folks are the ones who are going to make the change that we’re talking about, who are going to vote — both with their wallet and at the ballot box — for a new world. GoodPower’s rebrand is a bet that the movement can meet them at the crossroads of economics and sustainability.

Leah accurately described global energy volatility as a hidden tax on American families. Every far-off war and commodity swing shows up in the utility bill and at the pump, while wind and sun carry no fuel costs at all. There’s only the capital investment involved in building the solar and wind systems in the first place; then you get free power. But with oil, those taxes are effectively paid to companies, not governments. And as we heard in last week’s interview with Shareholder Democracy’s Gabriel Grant, shareholders have not yet leveraged their voting power to exert control over the companies whose stocks they own, and those companies are ultimately accountable to those shareholders.

When you see the problem through the lens of the Trump administration’s hypocritical approach to market competition, in which they suppress emerging technology, the renewables argument becomes simple supply-and-demand mathematics. The fastest, cheapest form of energy is being blocked from coming to market, and the result is rising rates rather than economic resilience. This isn’t the proverbial 500-miles-per-gallon carburetor purportedly suppressed by the oil industry in the 1970s. This is a real technology ready to reduce the cost of living while doing immense good for the environment, and people see this. GoodPower’s polling with the University of Chicago found just 40% of Republicans approve of their party’s current energy policy.

There’s a real tension as we continue to reinvent the economy, and Leah’s decision to lean entirely on pocketbook messaging is a clear path to building support for solar, wind, geothermal, and other renewables, which will only become more plentiful, not run dry, over the next century, like fossil fuels ultimately will. Leah’s answer is audience segmentation: one message — a front-door climate message — for the audience that wants one, the people who are already convinced and who want to share that message; and on the other side, economics-based messaging for everyone else. The messenger now matters more than the message, and in an era of influencers, this really comes through bright and clear.

Leah’s father, a conservative who doubts human-caused climate change, went solar because his HVAC contractor made the case — not his daughter, who runs one of the country’s largest climate communication shops, but an HVAC contractor. As Leah said, rural speaks to rural, neighbor speaks to neighbor, and GoodPower has operationalized that instinct at scale. They have a creator collective of more than 8,500 content makers with a combined audience in the hundreds of millions, and they’re slipping what Leah calls raisins of clean energy content into the bread of car videos, food channels, and gaming streams. And they measure it. That’s a discipline that separates persuasion from wishful thinking. What you can measure, you can change. It remains too rare in a movement that too often assumes its urgent warnings will carry the day by themselves.

The last idea to revisit is a leading indicator, and that is that artificial intelligence has become the new front line of the information fight, on both sides of the aisle.

Mitch Ratcliffe   46:29

People now ask Claude and ChatGPT whether solar will raise their electric bills, so GoodPower practices answer engine optimization to make sure accurate information surfaces in the first AI response. Its CleanCast tool predicts where siting battles over solar installations, wind installations, and so forth will erupt, so that developers can inoculate communities before disinformation arrives — like the recent industry-funded campaign that told potato farmers that solar panels would result in glass shards in their crops. Another tool that GoodPower has come up with, the TrueVoice tool, launching now, separates authentic public comments from AI-manufactured opposition flooding county permitting dockets and congressional mailboxes.

So one of the good things about AI, at least, is that it allows us to cut through a lot of the noise that we’re being flooded with. But look, this is an arms race, and Leah is candid about the tools being young. These are nascent movements and a nascent set of technologies we’re building on. But the prebunking playbook worked with Winter Storm Fern in January, when creators reached millions with the truth about the aging grid before the wind-turbine scapegoating could harden into what would be perceived as truth by many people. There’s a clear strategic method evolving in real time, and we will keep tracking that race for the American mind here on Sustainability In Your Ear.

Hey, look, if today’s conversation was useful to you, could you pass it along? Sharing an episode with a friend or leaving a review on your favorite podcast website is a great way to get the word out there, because folks, you are the amplifiers that can spread more ideas to create less waste. And you can tell folks they can find more than 560 episodes of Sustainability In Your Ear at Earth911.com/podcast, or you can check us out on Apple Podcasts, Spotify, iHeartRadio, Audible, or whatever purveyor of podcast goodness you prefer.

Thanks for your support. I’m Mitch Ratcliffe. This is Sustainability In Your Ear, and we will be back with another innovator interview soon. In the meantime, folks, take care of yourself, take care of one another, and of course, let’s all take care of this beautiful planet of ours. Have a green day.

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Earth911 Inspiration: Be a Mountain or Lean on One

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This week’s quote is a Somali proverb: “Be a mountain or lean on one.”

Earth911 inspirations. Post them, share your desire to help people think of the planet first, every day. Click to get a larger image.

"Be a mountain or lean on one." --Somali proverb

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8 Best Ethical & Sustainable Flats That Are Effortlessly Chic

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Ballet flats have long been a staple in my wardrobe, but in the past few years have experienced a significant resurgence — and for good reason. The right pair can be practical, versatile, and oh so chic through days at work, with family, or out for the evening. But finding that “just right” set that’s well-crafted and sustainably made can be a whole other story. That’s why this sustainable flats guide exists.

Comfort, style, sustainability, and longevity are a lot to ask in a shoe, but I don’t believe it’s too much. It just takes some extra digging. And thankfully, I’ve done that digging for you. Because I get it! I want a flat that looks beautiful. I want a flat that’s made responsibly in line with my values. I want a shoe I can actually wear for my life. And I want that shoe to be worth the investment — it has to last. That’s why I vetted through dozens of brands to create this curated list of flats.

What Makes a Flat More Sustainable?

Material Sourcing

Footwear is a tricky category when it comes to sustainable fashion because we ask a lot of our shoes. We wear them in rain or sunshine, paved paths and cobblestone, day in and day out for years. And through it all, they have to remain beautiful. Because when they’re unwearable, there’s not much left to do with them: there is no viable footwear recycling today. Anywhere that calls it “shoe recycling” is really repurposing that footwear. But once it can no longer be worn, it’s simply trash.

In other words, our shoes need to be incredibly durable, even though the most durable materials don’t always come with the lightest footprint. In footwear, when we talk about durability, we usually rely on leather or high-performance synthetic materials. Leather can hold up with many years of wear, getting more beautiful with wear, and is easy to repair when needed. Synthetic materials are also durable, particularly for withstanding the elements like snow and rain.

But sourcing these materials conventionally is highly polluting — so how can we source these materials better?

For synthetics, we have recycled options. Today, that’s largely recycling from plastic bottles, which isn’t without it’s controversies, but there is much innovation happening in the industry around true textile-to-textile recycling.

For leather, I look for:

  • Vegetable-tanned (rather than chromium tanned)
  • Locally-sourced leather (more traceability), and/or
  • Leather Working Group certified leather, which covers responsible management of water, energy, and waste; safe chemical management, traceability of the raw material, and occupational safety for workers.

Notably, there is no certification for animal welfare, so these are imperfect systems. But the alternative is footwear made from synthetic plastic materials or vegan leather alternatives that don’t yet meet the same durability standards as leather. Sustainability within today’s constraints requires trade-offs.

That said, there is always secondhand leather — by buying shoes secondhand you can access the quality of leather without adding further demand for the material.

Responsible Manufacturing

When considering responsible production practices, I look for first and foremost: transparency. Seeing what the brand shares about their material sourcing, their process, and who made their shoes where. And then I look at the details of that process: were the shoes made locally or within a geographic region? How are the workers paid and treated — and under which conditions do they work?

And, sometimes a brand employs an out-of-the-box approach to manufacturing entirely. There are a few slow fashion footwear brands challenging the traditional fashion system of ordering in mass quantities before demand is assessed —which inevitably leads to overproduction. These brands use an “on demand” model instead, producing their shoes only after they’ve been ordered. This reduces the risk of overproduction (i.e. producing more than what gets sold) while also encouraging more thoughtful consumption. You can’t impulse buy a pair of Mary Janes that you have to wait 8 weeks for.

Wearable and Beautiful

The most perfectly environmentally sustainable flat in the world is useless if no one wants to wear it. And as I mentioned earlier, footwear cannot be recycled into new footwear at the end of its life, so we want our shoes to last a really long time. That means they need to be design forward and comfortable, too.

My Top Picks for More Sustainable and Ethical Flats

Keeping all of that in mind, these more sustainable flats brands meet this criteria, albeit to various extents. Some err more on comfort while some more on style. Some have admirable levels of transparency and social impact, while other brands have more of a focus on their ecological impact. I’ve included descriptions alongside each brand as well as a summary of conscious qualities so you can find a brand that meets your priorities best. And, of course, a price range so you know what makes sense for your budget as well.

Some that this guide includes affiliate links which means we may earn a commission if you shop through these links. As always, brands featured in shopping guides are brands that meet our strict sustainability criteria that we think you’ll love.

1. ALOHAS

Spanish brand ALOHAS flips the typical fashion production system on its head with its on-demand model.

Instead of overproducing thousands of shoes to later discount them, ALOHAS does the exact opposite. Its newest styles are available for pre-order at a discount of 30%, so the footwear brand can more accurately forecast demand. Then the shoes — like their flats — are primarily made by local artisans in Spain and Portugal. The brand regularly shows the behind the scenes of their production on their social media.

Conscious Qualities: On-Demand Production, Locally Made

Size Range: EU 35-42 (US 5-11)
Price Range: $195-$225

sustainable black ballet flats

2. Rothy’s

If you’re looking for flats for all-day wear at work or running errands, Rothy’s is my recommendation with their cushy insoles. The brand makes their more sustainable flats from recycled plastic bottles, as well as materials like hemp and merino wool, but they still look sleek enough for the office.

While I might not wear Rothy’s flats to a fashion event (I prefer smooth leather for more elevated occasions), they are more than stylish enough to wear to most of my real-life scenarios. My favorite part about Rothy’s, though, is that they are machine washable.

Materials: Recycled & Natural Materials, Owns One Factory (undisclosed percentage of production)

Size Range: US 5-13
Price Range: $99-$165

mustard yellow recycled flats with pointy toes

3. Vivaia

Vivaia has the most adorable sustainable Mary Janes made from recycled plastic bottles. The adjustable straps and arch support make Vivaia’s Mary Janes suitable for all-day comfort, even if your feet are typically prone to slipping out of flats.

This vegan footwear brand also makes square-toe and pointed-toe flats for a more elevated look. And of the several recycled plastic bottle footwear brands on the market today, Vivaia tends to have the most elevated designs in my opinion.

Conscious Qualities: Vegan, Recycled Materials

Size Range: US 5-11
Price: $97 – $116

4. The RealReal

The RealReal is an authenticated luxury resale platform with contemporary, designer, and high-end luxury brands. Depending on your priorities you can find shoes in anywhere from pristine condition (but higher priced)) to “fair” or even “as is” for the largest discount from full price.

You don’t always have as many options aesthetically when shopping more sustainably, so I like to go to The RealReal when I’m looking for specific styles. I was recently looking for Mary Janes with feminine detailing and came across Larroude Flats on The RealReal, where I purchased a pair of neutral scalloped accent flats. (Pictured here!)

Conscious Qualities: Secondhand

Size Range: US 3.5-14
Price Range: $9+

5. ESSĒN

ESSĒN elegant, minimalist footwear is artisan handcrafted from Leather Working Group-certified leather in solar-powered facilities in Italy, Portugal, and Spain. Each shoe also comes with a product passport where you can view the step-by-step journey that product took through the brand’s supply chain from raw material to manufacturing to packaging and distribution.

Beyond transparency and responsible manufacturing, ESSĒN’s slow fashion business model prevents overproduction by operating on a made to order basis. Meaning while sizes and styles are predefined, the shoes are only produced after they’ve been ordered.

Conscious Qualities: LWG Certified, Supply Chain Transparency, On Demand Production

Size Range: EU 35-44 (US 4-13)
Price Range: $295-$450

Chocolate brown leather classic flats

6. Allbirds

Another comfort-first footwear option besides Rothy’s is Allbirds. The brand creates lightweight, super smooth and breathable flats from tree fibers, aptly called “Tree Breezers”. The (washable) shoes are also soft enough to wear without socks.

The Allbirds Tree Breezers are far more comfortable than typical flats, though I find that the Rothy’s are slightly comfier.

Conscious Qualities: Natural materials (FSC-Certified eucalyptus, castor mean oil, sugarcane EVA)

Size Range: US 5-11
Price Range: $105-$125

Gray wool flats

7. Darzah

Fair trade certified by Fair Trade Federation, Darzah’s ethical flats are entirely hand-embroidered and handcrafted in Palestine from locally sourced leather.

The tatreez flats from this nonprofit are embroidered by refugee and low-income women artisans in the West Bank with this traditional Palestinian techniques.

Conscious Qualities: Sustains Heritage Crafts, Fair Trade Certified

Size Range: EU 36-41 (US 6-10)
Price Range: $199 – $209

Tatreez fair trade flats in red and blue

8. Nisolo

If you’re seeking a quality pair of classic leather flats ideal for your capsule wardrobe, Nisolo is a strong pick. Nisolo’s flats are handcrafted by artisans using leather sourced from a Leather Working Group certified tannery.

I’ve been wearing my Nisolo shoes for many years and can attest to their quality and durability.

That said, the brand has recently turned over to new ownership and now has significantly less information about their sustainability and ethics in their supply chain. I will be keeping a close eye on this brand to see if it continues to uphold the values Nisolo has long held.

Conscious Qualities: LWG-Certified, Artisan Handcrafted

Size Range: US 5-11
Price: $138 – $198

Tan square toe Mary Jane made from certified responsible leather

👗 For More Slow Fashion Content:

You May Also Want to Check Out:

The Best Affordable Ethical Fashion Brands

Responsibly Made Vegan Shoe Brands

15 Brands with Ethical Boots to Rock this Fall (and Beyond)

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