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????親愛的安妮：我們公司正在制定2013年的計劃和目標。我是所在部門的品牌經理，我的老板給我安排了一個宏觀而模糊的任務：讓我們的業務明年運作得更“綠色”。這將是我的頭號重點工作。我對任務的種種可能感到非常興奮（事實上，我可以說是主動請纓），但我不確定具體該如何操作。 ????我們已經完成了絕大部分顯而易見的節能工作，比如把白熾燈換成節能燈，而且盡可能多地回收材料和物資。因此我的老板說，他想讓我“推進到下一個層次”。問題是，之前我們為減少環境足跡所做的努力基本上都是虎頭蛇尾。因為大家似乎一開始都干勁十足，但漸漸就失去了興趣。你和你的讀者們有什么好的建議，能讓同事們保持參與環保的熱情嗎？——請叫我克米特 ????親愛的克米特：你提出了一個有趣的問題，這也是讓文森特?斯坦利過去40年中一直苦苦思索的問題。斯坦利是戶外裝備生產商巴塔哥尼亞（Patagonia）的一名副總裁，自該公司1973年成立時便為其效力至今。同時他還和巴塔哥尼亞公司的創始人兼CEO伊馮?喬伊納德合著了一本書，你可能會有興趣讀一下。書名叫《負責任的公司：我們從巴塔哥尼亞公司的頭四十年里學到了什么》（The Responsible Company: What We've Learned from Patagonia's First 40 Years）。 ????斯坦利說：“就算是在我們的公司里，也有些人比其他人更強烈地投身于保護地球。但我們同時也發現，就連那些最懷疑或抗拒環保的同事，看到其他人堅持自己的理念、并成功地帶來了一些真正的改變之后，他們也會轉變態度。” ????斯坦利建議通過以下7步解決這個問題： ????（1）不要搞官僚作風。你手頭上的事已經很多了，老板把這個任務交給你辦，而且還凌駕于你的常規工作之上，可以說你的老板正在延續巴塔哥尼亞公司的模式（不管他是有意還是無意的）。斯坦利表示，巴塔哥尼亞的環保政策之所以取得成功，很大程度上是由于“我們想讓環保成為每個人的工作的一部分”，而不是讓員工們“有理由認為環境問題是第二位的，因為還有別人會處理這個問題。” ????（2）從天然的盟友開始。斯坦利指出：“任何公司里都有一些人早就對環保感興趣，并且比其他人更熱衷于為了環保而做出實際改變。”從你的信來看，你就是一個這樣的人，所以你很可能認識一些“同道中人”。斯坦利說，一旦獲得了他們的幫助，“你就會發現盟友漸漸變得越來越多。” ???? |
????Dear Annie:My company is putting the finishing touches on our plans and goals for 2013, and my boss, who runs the division where I am a brand manager, has given me a big, vague assignment: Make our business run "greener" in the year ahead. This will be on top of my regular job. I'm pretty excited about the possibilities (in fact, I sort of volunteered to do this), but I'm also not sure how to proceed. ????We've already done most of the easy stuff, like switching from incandescent to LED lighting and recycling as many materials and supplies as we can. So my boss says he wants me to "take it to the next level." The thing is, previous efforts to shrink our environmental footprint have fallen by the wayside because people here seem to be all gung-ho at the beginning and then gradually lose interest. Do you or your readers have any suggestions for keeping coworkers engaged in going green? — Call Me Kermit ????Dear Kermit:Interesting question, and one that Vincent Stanley has pondered for the past four decades. A vice president of outdoor-gear maker Patagonia, Stanley has been with the company since its launch in 1973. He is co-author (with founder and CEO Yvon Chouinard) of a book you might want to check out,The Responsible Company: What We've Learned from Patagonia's First 40 Years. ????"Even in our company, some people are more strongly committed [to protecting the planet] than others," Stanley says. "But we've found that the most skeptical or resistant colleagues eventually get won over by seeing other people stick with it and succeed at making real change." ????Stanley suggests tackling the process in these 7 steps: ????1. Don't create a bureaucracy.You have a lot on your plate but, by giving you this task on top of your regular job, your boss is following Patagonia's model (inadvertently or not). Stanley says that the greening of the company has been successful in large part because "we wanted the reduction of environmental harm to be part of everyone's job" — rather than give staffers "a reason to make environmental considerations secondary because someone else would handle them." ????2. Start with your natural allies."In any company there are always a few people who are already interested, or who are more committed than others to making change happen," notes Stanley. It sounds as if you're one of these, so maybe you know a few others. Once you enlist their help, he says, "you'll find you get more allies as you go along." |
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