Employees who advocate for climate action in the workplace may find their efforts beneficial to their careers—but only if those efforts align with the company’s business goals. A new study from the University of Bath and Leuphana University of Lüneburg, published in Human Relations, found that climate activism is more likely to be recognized and rewarded when it supports commercial objectives such as attracting clients, expanding sustainability services, or improving the company's public image. In contrast, employees who are motivated by environmental or societal goals often see little recognition and may even keep their activism separate from their formal work to avoid being seen as a distraction. The research focused on employees at a large multinational professional services firm, many of whom are management consultants. Through 58 interviews with individuals involved in internal climate activist groups, the researchers identified three main approaches to workplace climate activism. One group used their activism to build expertise and visibility, which helped them advance their careers. These employees developed sustainability skills that they could directly apply to client work and business development. Another group, often more senior professionals, focused on creating new structures and leadership roles that would integrate climate action into the company's operations. They worked to identify key leaders and secure funding for sustainability initiatives, aligning climate goals with broader organizational priorities like innovation and talent attraction. A third group of employees was primarily motivated by environmental and societal purpose rather than career advancement. These individuals often kept their activism separate from their formal roles, engaging in climate-related work during their free time or avoiding discussions about it with their managers altogether. One participant described this as "an underground struggle," highlighting the challenges of pursuing purpose-driven activism in a business environment that may not value it highly. The study suggests that this dynamic may explain why workplace sustainability efforts often lead to small, incremental changes rather than more radical transformations. Activism that supports business goals is more easily integrated into existing systems, while efforts that challenge the status quo may struggle to gain traction. Dr. Katharina Hug from Leuphana University of Lüneburg noted that while companies have created new career paths for sustainability-focused professionals, the systems that determine what gets rewarded have not changed significantly. She said that for organizations to truly support meaningful environmental change, they may need to rethink how they evaluate performance, recognition, and career progression. The study concludes that workplace activism can help employees develop sustainability expertise and build supportive communities, but without broader changes in how contributions are assessed, purpose-led activism may continue to come with personal and professional risks.