Issue Selling: How to convince decision-makers to initiate change toward sustainability

For organizational change to succeed, top management needs to be on board. When change initiatives come from employees rather than leadership, these ideas often need to be “sold” to decision-makers—especially when they involve social issues like environmental protection or fair working conditions. This article introduces four strategies for Issue Selling—the art of persuading managers to support social causes.

To drive meaningful change within an organization, top management must not only support but ideally champion the initiative. This is particularly true for social and environmental issues, such as labor rights across the supply chain or sustainability efforts. However, when such initiatives originate from employees rather than leadership, convincing management becomes necessary. This is where choosing the right “sales strategy” is key.

According to Alt and Craig (2016), the most effective strategy depends on two factors:

1. The alignment between social goals and business objectives – If the proposed change does not increase costs or even leads to savings, social and economic goals are compatible. For example, reducing production waste benefits both the environment and the company’s bottom line. On the other hand, if a social initiative leads to additional costs (e.g., fair wages across the supply chain), it conflicts with economic goals.
2. The values of the decision-maker – Does the manager being convinced personally care about social issues like environmental protection or social justice?

Based on these two factors, four possible Issue Selling strategies emerge (see table below):

	Social goals align with business goals	Social goals conflict with business goals
Manager supports social values	(a) “Enlightened Self-Interest Sell”	(c) “Paradoxical Sell”
Manager does not support social values	(b) “Cost-Benefit Sell”	(d) “Trojan Horse Sell”

(a) “Enlightened Self-Interest Sell”

The easiest way to convince management is when social and business goals align and the manager already cares about social issues. In this case, the key is to emphasize how the change allows them to “do well while doing good”—making a positive impact while also achieving business success.

(b) “Cost-Benefit Sell”

If a social initiative aligns with business objectives but the manager is not particularly interested in social causes, the best approach is to highlight the economic benefits. In other words, frame it as a “win-win” situation where the company profits financially while also achieving a positive social outcome—which, as a bonus, can also serve as good PR.

(c) “Paradoxical Sell”

It gets more challenging when a change conflicts with business objectives, such as increasing wages in the supply chain. However, if the decision-maker personally values social responsibility, appealing to their sense of ethics and corporate responsibility may be the best approach. This strategy is called “paradoxical” because it runs counter to pure business interests but can still be persuasive.

(d) “Trojan Horse Sell”

If a social initiative contradicts business objectives and the manager is not socially inclined, the best approach is to frame the issue in a way that aligns with business interests. For example:

• Reducing pollution could be positioned as a way to minimize legal liabilities and avoid future lawsuits.
• Improving working conditions could be presented as an investment in employer branding, helping attract top talent.

Conclusion

If you want to convince your manager to support a socially driven change, carefully consider which strategy to use. Choosing the right approach can significantly increase your chances of success.

Source: Alt, E., & Craig, J. B. (2016). Selling issues with solutions: Igniting social intrapreneurship in for-profit organizations. Journal of Management Studies, 53(5), 794–820.