Even When Working on Sustainability Initiatives, We Should Follow Our Own Advice

Reduce, Reuse, Recycle + Collaborate

In Sustainability, we are so used to the first impression that we are creating more work for the people. Extra. Excess. MORE.
It is ironic only because that is the opposite of what we are usually trying to do with the physical items we work with. We want to reduce packaging. We want to cut energy use. We want to lessen our effects on the environment.
We want, want, want - but we almost always want less.
And you see when you look at successful case studies about how - in quantifiable terms - sustainability created a net positive for a company, it is always through revealing inefficiencies and showing a company where they could use less and have the same or even a better outcome. Saving money by using less or using what we already have smarter. That is an outcome both sustainability processionals and executive leadership can get behind.

And then it struck me. Rarely as we actually creating more. And if we are, we might be doing it wrong.
We look at current processes and try to innovate and reimagine how they could be done less negatives effects on people involved and the environment. Often we end up looking backwards at older techniques or methods that seemed outdated, but in the wake of new regulations or energy costs. We have a lot to learn from that past. We didn't always pollute and consumer at the rates we do. And not all the old ways are better, but sometimes repurposing an old technique or idea gives us insight we are blind to because of modern solutions.

This brings me to my point. We are always chanting from our soapbox for others to reduce, reuse, and recycle. Perhaps we start framing our ideas in this way. Reduce the amount of new work we are putting on the plate of the operations or design or public affairs department. Reuse and recycle ideas, using a modern perspective and innovation, to transform the way we do business today. Collaborate - it can be hard enough to get one group to listen to your chants about going green, but make sure you know everyone who will be a part of the change you are trying to create and engage them in the decision making process. In other words:

1) Create and Assign Less New, Stand Alone Work

When working on a sustainability initiative, see how you can better the project you are working on as a whole rather than only coming from the side of sustainability. Frame your research and analysis in this manner and you will be able to share with people affected by your initiative that they can change the way they currently do something to a more sustainable method and benefit themselves, instead of having to add a whole new process or responsibility to their job description. If we share that we did not create more work, but instead we created work to support their current work - we can enact better change faster.

2) Look to the Past for Inspiration, Innovate and Repurpose Accordingly

As I said before, we didn't always pollute or consume at the rate we do nowadays. Look back to techniques we used before certain unsustainable technologies came on the scene. Also, Mother Nature - as she so often is - can be a great inspiration for sustainable methods. Check out or previous article on biomimicry to find out how many incredible innovative processes have been created by mimicking how nature has been doing them for eons.

3) Find the Right Fit

Lastly, make sure you are plugged in to the right people and network when presenting ideas. Lack of visibility of goals at organizations can make one department raise an eyebrow at your solutions, which would have been immediately celebrated by one department. When you have an idea that affects many stakeholders, map those affected and see if you can get people representing those different interests all at one table.

Do Your Employees Care About Sustainability? Tips to get people on board with your Sustainability Goals

No matter how big or small the organization, companies everywhere are making new and exciting commitments to sustainability - externally and internally. 

But how much weight do your external sustainability commitments hold when inside your office you throw things away instead of recycling, leave the water running while you make copies, and generally don't set a good example. 

Changing behavior is not easy but in a supportive group environment you can prioritize actions that will foster a greater understanding of your sustainable business strategies. 

1. Offer Flexibility | Your employees are already busy. Study work patterns to identify opportunities to insert flexible sustainability training that works for their schedule not yours. Use digital, unique means of communicating this information. Let employees own their education.

2. Be Relevant | Make sure employees understand what sustainability means to them and their responsibilities. Forcing broad generic goals on hard working people will give you at best mixed results. Use focus groups to present sustainability goals and solicit real feedback on why these goals are meaningful to your employees. Recognizes differences between positions, teams, and departments. Cater sustainability information accordingly when you roll out sustainability programs.

3. Keep Current | One of the biggest complaints about all training is when resources and information are out of date. When designing the program, assign accountability for updating content, resources, and especially links (nothing shows you don't care about training by putting dead end links into current training). Get buy-in from everyone involved and make these responsibilities an important part of a job description. Creating a great sustainability training program is one thing; keeping it great is the real goal. 

4. Do It Together | Get everyone on board with your goals. Create team goals and declare and track progress publicly. Don't over promise; set one or two goals at a time to change behavior with a fun challenge. Do challenges for at least two weeks to start forming new habits. Assign team leads to motivate people and create ownership. 

5. Reward Learning | Think of non-monetary incentives. Offer opportunities for professional growth for individuals, teams, and departments. Offering experiential rewards that last long beyond the moment instead of one-time monetary or short-term rewards will save the business money, add more value for employees, and create longer term commitment and engagement in the important process of embedding sustainability in your internal culture. 

Do you have any other ideas or suggestions for employee engagement? Send your thoughts to mackenzie@sustainabilityinreview.com

Thank you!

By Design, Not by Default

For a long time, there has been a major assumption about Sustainability in business. Not always explicitly stated, but clearly communicated through actions taken by the majority of businesses: Sustainability should happen by default.

Whether through the power of intrinsically-motivated leadership or due to the nature of the industry, some companies just "get it". Outsiders assume these leading companies default to sustainable actions - seemingly at odds with stakeholder interests or other business goals. 

Other companies wait until their hands are forced, by bad press from negative consequences of unsustainable practices or other means. These companies ignore sustainable options until they are in the middle of controversy and must respond quickly, without preparation, and often under the scrutiny of the public eye. 

But as a whole, people are beginning to recognize that true sustainable business practice must happen by design and not be default. Those first companies succeed not because they stick to sustainability despite good business sense - it is because they have incorporated sustainability into the core of their business strategy. Sustainability is a lens through which we can view our business practices and make decisions not to the detriment of stakeholder value, but to enhance everything we do as value creators. 

The other kind of company may not have holistically implemented sustainability into its business strategy - but still is beginning to recognize the value of considering sustainability as a highly effective method of risk management, as a tool for capturing more customer value through marketing, as a longer term and truer financial valuation of the company not just in the snapshot of today but as it will exist ten years in the future. 

So, wherever you are of the spectrum of completely integrating Sustainability into your business strategy or just looking to explore how sustainability can enhance your business strategy, grab your drafting pencils and blueprint paper. As in building anything else, constructing Sustainability into your business strategy starts from the foundation. It is a material with which we use to build structure and strength into our businesses - not a coat of green paint we apply liberally to the outside whenever green is en vogue. Sustainability ensures we will succeed, sustain, and thrive well into the future. 

Hello 2015

Hello 2015!
As another year comes to a close, we may find ourselves looking back - but we also are looking ahead. While we have many exciting projects with current and future clients to look forward to, we also want to make a commitment to be more present. Both in our lives, but also here on our blog. So expect to see lots more of us. Please don't hesitate to write in if you have any ideas you'd like to see a blog about or even share as a guest blogger. In this new year, we can't wait to bring you new content, new perspectives, new stories - as we begin another adventure at Sustainability in Review.

Metrics on less

The world of sustainability is deeply rooted in metrics.  There is the saying "you can't manage what you don't measure".  And the big push is what you are doing less of.  Because less means you are more efficient, you save more, you use less stuff or consumption of goods.  And all of this is about sustainability because we need to live with less in the future with a growing constraint on resources.  But that's not a bad thing - people do well with less.  Because less means - less things to stress about, less stuff to trip over and clean and put away, less means more time for the things you love.

When you have a baseline of one behavior it is relatively straight forward to show how you measure less of something.  For instance, your home uses 10 mega watts of energy a year.  You change some behavior, change out some light bulbs, unplug electronics and soon you are using less energy.  You can measure this and track it.  This is the core of so many sustainability programs across the world.  To take their existing business and keep producing, but with less.  And it is not just energy, but water, materials, chemicals, maybe even people.

What will be interesting for companies of the future is to show their commitment to sustainability, but are already starting out with less.  For instance, a new company builds their building with the latest in design and technology such that it doesn't use any energy off the grid - this company starts with less.  Maybe another company doesn't use any packaging for their products - they don't have less of anything because they started out smart and didn't need to reduce.

Your current business now, and especially new businesses can really set themselves up for a bumpy future if they are relying on less to still offer their products and services.  The idea here is to offer more if the things that have a positive impact, like trust, authenticity, care, and respect - this makes the customer happier.  And actions like these create a connection and build a story stronger than more stuff. 

Fear of the Positive

Last night I was reading about human behaviors and this article mentioned that we tend to default to the negative.  This made me reflect on what kind of person I was both personally and professionally.  Usually I am a pretty positive person.  BUT - often I do default to the negative. Personally I often have self doubt or fear that has me being negative.  Professionally I find myself looking at all that is wrong in the world and how we need to fix it quick.

The negative can be a motivator, but is it as strong as the positive?  There are two sides to every coin, so I thought about how to approach some of my sustainability work with a positive perspective instead.  (Note, this was not as simple as one would think.)
In trying to "sell" sustainability to companies and clients I rely on some pretty negative tactics - things like risk, fear, government regulations, losing consumer trust, or inefficiencies.  I get some takers, but it has been limited. So I started working on the positive sides to the work that I do.  It felt strange, kinda fluffy in language - but strangely it hit a cord within me that said "this feels better".

So for instance - we were struggling at one company I work with to come up with something for Earthday which is this Friday.  We ended up doing a celebration of everything we already do, using the stories from all of the employees to inspire each other.
Another project for another organization has been focusing on all the positive impacts of the work that they do, again to inspire engagement and involvement.

The positive taps into a part of us that makes our work meaningful, that makes us feel significant.  I need to remember this more, personally and professionally being more positive is just another way of approaching a challenge or subject, but a lot more fun. 

Poisoning the pond

I FINALLY finished writing my white paper (which will be available on my website soon). In the paper I took my thoughts and experiences doing social and environmental responsibility and distilled them down into some talking points that will hopefully help people and companies see sustainability in a different way.  The reality is we have the ability and the resources to make a difference, but the way current business is structured we get stuck.

So what is up with the title of this blog post?

One of my main concerns that I address in my white paper is the backwards way many companies approach sustainability and that is to cause harm and then invest in cleaning it up after the fact.  Companies poison the pond and then fund clean ups of that pond thus looking like heroes.

Annie Leonard alludes to the same idea in her video The Story of Stuff - when you look at all the energy, water, toxins, and waste created in the production process, let alone the product in the end, you have to ask yourself how can this system sustain itself.

I began to notice the dichotomies with various companies who would donate vast amounts of money, employee time and resources to save the world for after-the-fact problems rather than invest in not causing the problem in the first place.

Some examples for you to think about:
The company Dawn who manufactures petroleum based soaps and has a philanthropy campaign "How Dawn Save Wildlife" donating Dawn soap to remove oil from birds and animals from oil spills. (Maybe they should stop relying on oil to make their product in the first place?)

Or Tide, whoʼs parent company P&G donates to the National Breast Cancer Foundation, the product contains chemicals like Ethyl Alcohol which is suspected of causing cancer. (Maybe P&G should invest in preventing carcinogens from getting into daily use?)

There are so many examples of business practices that just don't make sense when you look a layer deeper.  But it is SO much easier to write a check, than to change your business operations. Fortunately I am seeing a new generation of businesses coming into the market using their opportunity to start from a place of authenticity.  The cost and effort to change the poor business practices of many companies today will put these companies not willing to look under the rug of their operations at a disadvantage. 

Seeing the forest through the trees - why the short term push is alienating

Just today the LA times reported a decline in the nation's unemployment rate to 9%, but fewer jobs are being added to the market.  The impact of the 2008 recession is still being felt. 

I have noticed this in a different way.  I have had more than a dozen conversations with friends working for various companies in various industries feeling an underlying sense of unease.  Most companies about two years ago asked their employees to start doing their work differently - budgets were cut, jobs were lost, spending stopped, benefits removed, and everyone just had to do more with less.  My family saw job losses.  Many others did as well, so for those who were left were just happy to have any income.  Well supposedly the market has improved, the economy is coming back, retailers are reporting growth in sales.  And yet inside many companies there have been no changes. 

"What is being expected of us and our output is not sustainable." "I see my company making bad decisions for short term growth... we are damaging our brand."  These are just a couple of comments I have heard.  There is a growing trend in many employees that executives at companies need to be tuned into.

There are studies after studies about why people come to work and stay at companies - compensation is only part of it.  Feeling like you are contributing, are valued and respected are high up on the list.  Also in this day and age more and more people are drawn to companies that do more than just make things or sell services.  Everyone one of us has values, we want to align these values with how we live our lives.  

When a company continues to push employees to do more with less, to cut investments, or long term thinking for short term wins,  this cuts into people's values.  The company begins to show its true colors - out for the only the financial bottom line.  This may motivate some, but for those who are passionate, there needs to be more to getting up and clocking in every day. 

I love working for the man when the man is thoughtful in its responsibility to its employees, its community, the planet, the future.  Meeting next quarter's earnings without the thought of the future, the impact of those actions will not motivate your employees to be passionate, to invest themselves in the success of the company.  

It is a tight line of staying in business - but there is more than one approach.  Choose the one where employees are valued, respected and properly resourced to be the best they can be.

The right to be in business

OK so who gets the right to be in business and stay in business.
If you are to look at the way things are right now. I would say ANYONE can be in business - you just register and then off to the races. Now who has the right to stay in business. Well one could argue that those who are successful have the right.
OK...
I am not going to pick on any real companies today for my example. Let's pretend I have a business (I just made some cupcakes for a neighborhood barbq, so let's use them as an example) My cupcake business is SO popular ;) I make lots of money and get lots of press, I have celebrity endorsements, and I am publicly traded.
But let's say that in order to be in business I use ingredients that caused environmental pollution in their growing. That the farmers making my ingredients were not paid a minimum wage and did not work in completely safe working environments. Let's say that it was just too expensive to do these things, but hey my business was popular and kept many people here employed.

This is a question I wrestle with often. In my line of work I know too much about what companies to to offer customers cheap or even not cheap products. There are corners cut all over the place and they are the corners that we are comfortable with because in my case I want a $1 cupcake. At what point are we as consumers going to demand better, demand more from companies. And say this isn't right?

Cool options are starting to find their way to the markets, but now it is up to consumers to by organic over conventional, to buy FairTrade, to buy the non toxic version over the conventional. If the demand isn't there, then we are at a loss.

Companies who do not know their impacts and do not make strides to improve their environmental and social impacts - don't have the right to remain in business for long.