That said, misaligned efforts or empty statements can actually detract from what the organisation is hoping to accomplish. 'Performative allyship' is easy to detect with a quick internet search. A company with a majority white male board of directors releasing carefully worded statements about race or women's issues invites scrutiny. And as employees in marginalised groups feel more empowered to speak out by today's environment, the lack of real policy or governance to back social media statements can crumble the most eloquent press release. Today's chief of staff must prepare their organisation for and advise their principals on the types of activism, whether they should be used, how to use them, and, in every instance possible, back activism with action. To do this, operational frameworks, processes, and groups like those in use at Ben and Jerry's are essential tools in the CoS toolkit. Pursuing individual or independent efforts is no longer enough: organisations must create integrated, holistic ways of putting their words into action. It is worth saying that the advice I will share here assumes that the CoS has already explored their personal beliefs and evaluated their own alignment to the decision-making mechanisms used in the organisation. As the 'centre of the hourglass', the CoS will seem disingentous to either employees or leadership if that introspection is not complete.

The majority of organisations today will have something to say about their values and purpose. But too many of them go no further than decals on the office door and an earnest-sounding email signature. It is easy, also, to confuse the thinking required to produce brand values with the deep introspection necessary for the identification of shared moral values that form the basis of true activism (as opposing to 'speechivism'). Moral values are linked with an organisation's culture and often emerge with little deliberation or validation, but both of these are needed if your corporate social action is to be authentic - and not just another empty voice in a social media chorus.

With the foundation established, the CoS can proceed to readiness activities. Effective messaging is a key element in corporate activism, and stakeholder empathy generates effectiveness in communication. Deeply understanding your stakeholders' feelings, beliefs, communication needs, and abilities to influence or affect change ensures that your messaging reaches the right constituent in the right way at the right time using the right platform. The next step on the pre-flight planning checklist is scenario planning. Think through possible ways in which the social justice issues best aligned to your organisation may emerge over the next year or two. What are routine ways in which those issues enter the global narrative? What are some of the worst-case examples? How will your organisation respond to them? What do you need from your principal, the broader leadership team, and the employee base to ensure appropriate and reasonable action? Hold honest and transparent planning activities with your leadership team. Get their feedback and engage them actively in scenario planning. Discourage them from considering activism as something that happens in addition to your business. In today's world, activism is closely entwined with every aspect of public and private sectors, and it is deeply emotional for most constituents. By being thorough in your planning, you can more rapidly respond when something emerges. By guiding a carefully integrated corporate approach to activism, social responsibility, and social justice, today's chief of staff can help their organisation avoid the need for damage control. They can also help their team respond rapidly, transparently, and appropriately to emerging issues by sharing the organisation's true activities. As you embark on all of this activity, however, remember the desired outcome: a genuine, meaningful approach to corporate activism and corporate responsibility. None of the steps above can be glossed over or simply 'filled in'. And throughout, the chief of staff can leverage their unique and forward-leaning position to affect real change.