Sustainability not just for ‘green’ initiatives

Today, organizations are making increasingly difficult and complex decisions. An adverse business climate means they must consider their long-term sustainability plan when reviewing revenues and preparing budgets.

By “sustainability,” I mean much more than the current practice toward green initiatives and business models. Sustainability also spans a multitude of topics: stewardship of resources; best practices; reputation and customer service; leveraging technology; and benchmarking results. What will make our businesses sustainable? What is the key component that will deliver results in all these areas?

Look within. People are the key to sustainability in your business. People generate ideas. They are the leaders, or the resisters, of change. And they hold customer satisfaction in their hands. Unfortunately, people are not always understood to be the lynchpin they are.

Understanding and improving human resources within an organization has long been considered the “soft” side of the organizational equation. There are those organizations that view the downturn in the economy as a green light to cancel staff-development activities. This mentality represents an outmoded belief that inhibits change and prevents responsiveness to new opportunities. This belief is so ingrained that some companies still account for people as expenses, not assets, on the balance sheet.

On the other hand, visionary organizations believe the downturn requires a stronger focus on the development and support of staff, a true asset in a knowledge-based economy and an investment for strength in the inevitable upturn.

Belief in the human being

“I believe something that differentiates Sears Real Estate from other companies is our belief in the human being,´ said. Chalice Springfield, managing broker for the real estate brokerage in Greeley. “I think one of my high-payoff activities is to coach people through difficult times so they can see the success that is possible. I imagine that many companies are unwilling to get into the trenches with people on the emotional side of the fence. They are focused solely on the numbers, and what people are or are not producing.”

To demonstrate Sears Real Estate’s commitment to supporting people through this difficult time, the company has implemented motivational strategies, such as the monthly “Secrets of Success” celebratory meeting. An interview with a successful agent in the company is videotaped and shared with all who couldn’t attend. The dialogue goes beyond just successes to discussing challenges, pitfalls, and lessons they have learned.

Feedback has been very positive, and staff appreciate the opportunity to learn from their peers. The interview-meetings are positive and light, people are excited to attend, and the information is seen as valuable. Companies like Sears Real Estate recognize that people are the face of the organization, and communication is a critical factor in their success.

The development of people skills is an integral component of organizational performance in the 21st century. Most consider communication, collaboration, willingness to take risks, learning and growth to be critical skills.

But there are inherent tensions between change and stability, and between a focus on internal operations and external customers, that can only be reconciled through people.

People-driven approach

The successful leaders of the 21st century have shifted their business thinking to prioritize the people-driven approach to professional development.

“Any time you question a long-held belief or scrutinize a long-standing tradition, hard work will be involved,” according to Sheryl Trent, community and economic development manager at the city of Evans. “Fear keeps sacred cows alive. There is a fear of creating more work for yourself if you do things differently.”

Trent believes there is a need for direct, in-person interaction with citizens in order to build understanding of the important changes needed to produce a higher quality of life for the community. It is Trent’s opinion that citizens will benefit greatly from seeing the “human face” of their government. The same holds true for non-government organizations.

High performance organizations recognize the value of their human resources through respecting the individual, supporting risk-taking and facilitating learning. Taking the time to laugh together, share lessons and learn from individual experiences cannot be understated, because it is these people-centered practices that pave the way to a sustainable and stable future.

In addition to creating a stimulating and satisfying work environment for employees, the development of an organizational culture that prioritizes people increases profitability, quality, innovation, market share, and sales growth. Human resources are the primary competitive advantage in today’s knowledge-based economy.

How are people accounted for in your sustainability plan?

Shirley Esterly is a master facilitator who assists her clients to explore opportunities for innovation, strengthen collaboration and build sustainable practices. Her company, QuantumWest, is based in Greeley and she can be reached at sae@quantumwest.com.

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