CEOs need new DNA to tackle everything from income inequality to climate change. The growth and longevity of their organizations depends on it.

Stakeholders not only want large companies to create solutions to address global challenges, they want CEOs to lead the way. And even as the growing urgency of problems worldwide fundamentally reshapes the nature of the CEO’s role, leaders often still struggle to step outside their comfort zones. This needs to change. The growth and longevity of organizations requires CEOs become leading actors—in word and deed—on issues once deemed politically charged or non-core to the business.

In this second article of our CEO Imperative series, we’ll examine the growing consensus among boards and investors—and even CEOs themselves—that CEOs must put themselves personally at the forefront of defining and advocating solutions to global challenges.

Success will require new knowledge, skillsets and instincts on the part of the world’s top executives. We’ll illuminate the attitudes, beliefs and activities that separate leaders from laggards when it comes to strong CEO engagement, define the DNA of engaged leaders, and present an action agenda for CEOs.

We know these new requirements present a daunting—and potentially risky—challenge, pulling CEOs away from their traditional tasks around strategy; communication; deal-making; and managing resources and operations. Yet it’s increasingly unsustainable for leaders to avoid sensitive issues or hold non-committal stances.

“It is vital that companies are engaged in addressing global challenges for the simple reason that it is essential to creating long-term value,” said Mark Delaney, Chief Investment Officer of AustralianSuper. “Investors will increasingly be engaging with companies on long-term issues as they become more active stewards.”