Sustainability: How to Get the Troops on Board
While presenting at a sustainability symposium earlier this year, I had the feeling that most of the people attending my seminar were well aware of the need for facility managers to operate in a greener and more sustainable manner. Their big concern was how to get everyone else on board.
It is one thing for the head of an organization to send out memos encouraging employees to recycle paper products, turn off lights that aren’t in use, and shut down or lower individually controlled HVAC systems at the end of each business day. However, it’s something else entirely to really make it happen. Directives such as these often get some people’s attention for a while, but sooner or later, they get lost in the shuffle for just about everyone.
To address this challenge, I suggested that managers create a ‚Äúculture of sustainability‚ÄĚ whereby everyone in their facility‚ÄĒCEOs, managers, staffers, and even vendors‚ÄĒcontributes to the goal of operating the property in a Greener, more sustainable manner. In essence, we must go beyond using memos and directives that tell people what to do and institute procedures and methods that get staffers to want to do something. When this happens, a culture is born that becomes the ‚Äúmodus operandi‚ÄĚ of the organization.
This emotional buy-in is usually best accomplished by using a combination of top-down and bottom-up management:
–Top executives or managers in an organization decide that the facility is to operate in a more sustainable manner, setting goals as to what they want to see accomplished over time‚ÄĒfor instance in the next six months, twelve months, and so on. This is the top-down part of the process.
–The next step is accomplished by letting staffers and others within the organization become actively involved in implementing, managing, and even owning the program. This is the bottom-up portion.
The process is similar to the one I developed for transferring a facility from conventional to green cleaning:
–Make the decision. The decision to become more sustainable and develop a culture of sustainability starts at the top.
–Form a team. Sustainability team members meet with top managers to understand the goals of the sustainability program, what it means to the organization, and why it is happening.
–Spread the word. Team members then meet with staffers throughout the organization to describe the program, its goals, and the reasons behind it. And, key to creating a culture of sustainability, team members encourage staffers to make it happen, finding ways to reduce consumption and waste, save energy, and cut costs.
–Hold ongoing meetings. Crucial to the emotional buy-in of the program are regular meetings between the sustainability team and staffers. However, these are not meetings just to review what is happening and how things are evolving; they should also be pep talks, honoring and even rewarding people whose ideas and suggestions have been implemented, are being considered, or have proved valuable.
Another and essential part of the program and one that contributes directly to creating a culture of sustainability is reporting on the success of the program. This gets everyone directly involved in the results.
Just a few years ago, this was difficult to do because there were few ways to measure and monitor program progress. However, this has been rectified with the advent of ‚Äúdashboards.‚ÄĚ
The more advanced dashboards are typically web-based. Users enter figures indicating use of energy, water, fuel, and other consumables. This is either done manually or in some cases may be downloaded directly from the local utility company.
Once the data are entered, a benchmark is created so facility managers know where things stand. As the program continues, the dashboard indicates how the program is evolving‚ÄĒfor instance, if less water and energy are being used and how that translates into promoting sustainability and reducing operating costs.
Creating a corporate culture in a business is not new. Leading companies have been doing so for centuries, identifying and passing on who they are and what they are all about to new staffers. Now organizations can do something similar for sustainability. Creating a culture of sustainability will get everyone thinking about and being more sustainable for the betterment of the organization and our planet.
Stephen P. Ashkin is president of The Ashkin Group, a consulting firm specializing in greening the cleaning industry and CEO of Sustainability Tool LLC, an electronic dashboard that allows organizations to measure and report on their sustainability efforts. He is also coauthor of both The Business of Green Cleaning and Green Cleaning for Dummies. Ashkin has worked in the cleaning industry since 1981 and has held senior management positions in leading consumer and commercial product companies. He began his work on green cleaning in 1990 and today is thought of as the “father of green cleaning.” For more information, visit www.AshkinGroup.com
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