Eric J. McNulty

Eric J. McNulty, Founder & Catalyst-in-Chief

Resumés strive to present one’s work history as a clean, linear path. The most interesting careers — and lives –  don’t happen that way. Or at least mine hasn’t. On this site I’m going to explore the twists and turns, ups and downs, and unexpected detours that have brought me to where I am today…and where I hope to be tomorrow.

I am a writer, conversation catalyst, thought leadership strategist, provocateur, environmentalist, and intellectual adventurer. I have an appointment as Senior Editorial Associate at the National Preparedness Leadership Initiative, a joint program of the Harvard School of Public Health and Harvard’s Kennedy School of Government. I also have an appointment as Senior Fellow at the RoseMont Institute for Transformational Leadership. I consult with clients such as the Environmental Defense Fund, Coca-Cola, and Premier Farnell. I contribute regularly to BecomeALeader.org.

What do I actually do? I shape the editorial content for conference programs. I speak, moderate, and facilitate in -person and on-line events. I write books, articles, white papers, and blog posts. I stimulate the thinking of leaders to consider how the larger context in which they operate affects what they do and the outcomes they achieve.

But, back to the beginning.

I was graduated from the University of Massachusetts at Amherst in 1981. I had earned a degree in Economics but had no firm (or even squishy) idea of what I wanted to do. I launched my job search in the teeth of a recession and, a few months later, I moved to New York with a suitcase, a box of books, and a hope that there would be more there than I had found in Boston.

After a brief stint as a temp at Citibank (retyping W2 forms — a real thrill), I landed a job at Bloomingdale’s and soon wound up in the public relations department. I was the first man ever hired in that group, the closest I’ll get to a Jackie Robinson moment. In subsequent years I moved from the client side of marketing to an agency (with a great stop in between at European Travel & Life, my introduction to magazine publishing — a crush I’ve never gotten over). Not happy with account work, I migrated from the business side to creative becoming copy chief at a small agency and later creative director at Trans National Group and then Harvard Business School Publishing. These are not borders easily or often crossed but, to me, it felt like the right path.

About ten years ago I realized that marketing was not my life’s ambition and so I transformed again, this time to the editorial side of publishing. I’ve always written as part of my professional life but as director of Harvard Business Publishing Conferences I had my own editorial agenda. I was free to tackle compelling topics, push people to engage in thoughtful discussion, and hang out with some of the smartest people in on the planet in the process. That part of my career ended when the company shut down the unit in the face of a recession but it ended with one of the best conferences on which I have ever had the pleasure to collaborate: Meet Customers 3.o. This event was the culmination of 18 months of work with Jeffrey Rayport, Andrew Heyward, and the teams at Marketspace and HBP to look at fundamental changes in the relationship between customers and brands.

Now I focus on issues of leadership, sustainability, and social enterprise. I work hard to stay in what Eddie Erlandson calls “the genius zone” — not just what I’m good at but the activities that are so energizing that I’d do them for free. For me, the genius zone comprises writing, learning, catalyzing conversations, and connecting people. The trick, of course, is making a living in “the zone.”

Most recently, I have been accepted into the Self-designed Masters Program at Lesley University and am pursuing a Masters in Leadership of Meta-Systems  (e.g. leadership in the context the Pillar Trends of climate change, urbanization, etc.). I believe that leadership is the missing ingredient in meeting these challenges as technical knowledge about them abounds. I will include extensive study of systems thinking, resilience, and meta-leadership as part of this program.

This site will always be a work in progress. I welcome your comments, thoughts, and suggestions. Oh, and if you want the more straight-forward version of my background, check out my LinkedIn profile. Folow me on Twitter @RicherEarth.

Should Sustainability Have a Seat in the C-Suite?

My latest case study for Harvard Business Review is up and open for comments. It zeroes in on a dilemma focused by many companies these days: should a Chief Sustainability Officer by hired? Sustainability gets a lot of attention these days but companies wonder whether it is best addressed by the executives currently running the business or an outsider with deep knowledge of the subject matter, possible strategies, reporting requirements, etc.

Compelling arguments can be made for each option. Read the case and weigh in with your thoughts.

The case will appear in the December 2010 issue of the print publication. It was co-authored with Rupert Davis, head of the sustainability practice at MontaRosa — a innovative leadership company.

Looking into the Newsweek Green 500

Newsweek recently came out with their list of the top 500 Green U.S. companies. It’s an interesting list and a good start at a public scorecard that investors, consumers, potential employees, and others can use to see who is really doing what about their environmental impact.

I would like to know more about the methodology as I wrote on the International Institute of Analytics blog (actually, I’d like people who are a lot more adept at analyzing methodologies to take a look and report on the good, the bad, and the ugly).

A larger issue is that our environmental challenges won’t be met one firm at a time and firm-to-firm comparison is only one view: we have to look at our overall progress toward the ultimate goal. Climate change, to pick one, is a system problem the solution to which will require system-wide collaboration and cooperation. Companies that are pushing the sustainability issue deep into their supply chains are creating a vertical system response. Wal-Mart’s Sustainability Index is a great example of this. If, as they say they hope, other retailers adopt the index it will become a catalyst for a true system response. Kate Winkler, EMC’s thoughtful Chief Sustainability Officer, said: “we need to remember that  – at least for most companies – these rankings are only indicators; they are not goals in and of themselves. Because at the end of the day, what’s going to matter is how good a job the entire set of companies is doing as a group to transform to a low-carbon, cradle-to-cradle world.”

The U.S. has a great history of individualism. We love the image of the lone sheriff taking on a bunch of bad guys and saving the town. We canonized a generation of celebrity CEOs. A big chunk of the pushback to health care reform is based on fear that it will impinge upon individual choice. However, as anyone who has read much Shakespeare has learned, one’s greatest strength in one circumstance is often one’s greatest weakness in another. We need to find new ways to collaborate and coordinate our green efforts — and that’s part of what I’m out to do.