Business in America is changing. Instead of focusing solely on profitability, many corporations now see the financial and social benefits of using their capital and influence to create positive social impact. The evolution is a work in progress, which makes messaging tricky and maybe even risky.

Take Dick’s Sporting Goods, which, after the Parkland murders, increased its gun purchasing age and completely banned the sale of assault rifles in all stores. In the following months, these acts resulted in a 27% increase in sales. It was a win-win. The tricky part: Dick’s had to first address the fact that their stores have been contributing to the problem, and it had to accept the potential risk of making these policy changes.

Bravery and Risk

As companies leverage their power to create positive social impact, they may also have to confront their contribution to the problem.

It takes a brave person to admit to mistakes. This is exponentially true of corporations. Not only do they have to address problematic policies and practices of the past, they risk public retribution by taking a political or ethical stand on issues, thus angering customers.  There is not only brand image at stake, but profits as well.

H&M

A good example is the dirty industry of fast fashion. Because clothing can be produced and sold so inexpensively, people buy more than they need and the excess ends up in landfill, which emits greenhouse gasses that lead to climate change. H&M, an international corporation, addresses this problem by taking back used clothing from customers and recycling it. Stores reward customers with a 15% discount on a future purchase, and they accept clothes from any brand, not just H&M. The program says to the public that H&M recognizes that it is part of the problem and it is trying to be part of the solution. It’s not a 100% efficient or elegant, but it shows bravery and risk.

A Formula for Balance

How can companies communicate such sensitive topics in social impact messaging? A good guideline is to address the problems and then talk about your company’s efforts to solve them in proportion to the amount you are doing. If recycling used clothes is a small percentage of what your company does, talk about the effort in small letters. Talk about it for sure, but in proportion to the amount that you talk about your company’s core competency. Companies that make too much of small gestures risk creating a negative image and reducing their brand’s credibility.

Put your social impact work into context, identify the risks, and be willing to acknowledge mistakes. This formula for balance will help you be bold in developing positive messages and a fearless communications strategy.

Patagonia

Patagonia, while selling expensive clothes, runs ad campaigns that urge people to not buy more than they need. Sure, when there is a need for a jacket, they want you to buy from them, they say because their products will last, so people need to buy fewer of them and less will end up in landfill. They also repair Patagonia clothing for customers to keep them from buying more.

Companies can and should admit to being part of the problem, even while they are working to create change. Anything less would be disingenuous and serve to discredit the company and its attempts to do what’s right. The best thing a company can do is to be bold, call out the problem overall and say they are trying to move the needle if even slightly in the other direction. The time is now for corporations to own their participation in social change.

You can learn about the additional 9 Fearless Communications tips by downloading Teak’s Fearless Communications messaging guide.