But those who argue for “doing the right thing” have reinforcements: turns out the business case for sustainability is compelling, too.

Sustainability by the Numbers

The business consultants McKinsey identify the energy transition – away from a dependency on fossil fuels – as one of eight priorities for CEOs in 2024.

The numbers are spectacular. McKinsey estimates that growing demand for net-zero offerings could generate $9 trillion to $12 trillion in annual sales by 2030. They also say that transition to net-zero emissions by 2050 would need a total spend of around $275 trillion. That’s 7.5 percent of global GDP annually, for three decades.

They’re not kidding when they say that it could be “the largest industrial transformation since the Industrial Revolution.”

Obviously, McKinsey are pitching to the corporate C-suite, and they’re taking a long-term, strategic view. Their examples are upscale and economy wide. But there are plenty of initiatives that managers can get involved with at a lower level.

Take the Lead

In the last four years we’ve seen a movement toward virtual teams, but that doesn’t mean that office culture is over. And when people come together in the workplace it’s easier to build a consensus around sustainable practices – and generate momentum.

Whatever your role or position, you can inspire others to join in. If you feel strongly about making your office greener, don't hide it. Start discussions and share what you know. Sometimes, simply raising awareness is enough to kickstart action.

Your organization might not have the resources – or, sadly, the will – to commit to sustainable working practices. So, offer to take the lead. Set up an organization-wide group of people with an interest in sustainable processes. Or share tips on environmental initiatives and potential projects.

Keep it Practical

Keep an eye on the latest developments, too. Regulation means that things like sustainable LED lighting are standard issue in many office environments. But there’s always room for improvement, and technological developments don’t stand still. Consider how you might develop a sustainable tech and infrastructure policy for your organization, if it doesn’t already have one.

And don’t neglect the basics of project management. If you want investment from the board for sustainable initiatives, then look like you mean business. Build a business case for what you propose. You’ll more likely get buy-in (and the cash) if you can demonstrate hard savings and ROI. And it might build some respect for your project management skills.

Be realistic, too. Even if you’re your organization’s head of sustainability, you’re unlikely to be able to start a revolution across the whole company. Pick one thing that you can all do to be more sustainable and commit to it. By focusing on one activity at a time, you can gradually form new, more sustainable habits.

Make a Noise

Celebrate your successes, too. If you've made a difference, make a noise about it. Acknowledging success is a great way to encourage long-term change. Many people “get” the idea of building sustainable practices, but inertia is a problem. If you build a buzz, you can make sustainability a cornerstone of your working culture.

As our Expert Interview with sustainability expert Auden Schendler makes clear, success gives a program strength. It makes it robust. It can drive organizations to commit to formal statements of sustainability. Pressure from within an organization can change the mission, particularly if it’s wedded to a good business case.

The Only Way Is Up

Unfortunately, sustainable initiatives are often casualties of brutal market conditions. They’re still seen as nice-to-have, not have-to-have. So you may have to make the case over and over.

But persistence is likely to pay dividends in markets where people are now understanding that things can’t carry on the same way.

In the end, a combination of regulation and consumer pressure means that all organizations will need to find ways to become more sustainable. And with that in mind, isn’t it better to be in on the ground floor?

What's Next?

When it comes to sustainability, we’ve seen a lot of commitments but much less action. So what will you do to make your team or organization work more sustainably?

If you need inspiration, take a look at a few of our resources, like Green Management, Green Is Good: Inspiring Ways to Recycle, and Top Tips for Engaging Your Team in The Green Agenda.

Tip of the Week

Eat That Frog

By Matthew Hughes, Mind Tools Senior Editor

You might be raring to bring sustainability to your workplace, but do you sometimes struggle to simply get your day off to a good start?

I can spend my mornings shuffling folders around, sorting through emails – all while the big, important, daunting thing I need to do is left untouched.

Only when it can’t be put off any longer (and the self-induced stress has reached boiling point) will I finally tackle it.

But that was the old me; now I eat the frog.

Eating the frog means doing the hardest, most unpleasant work task first. It’s a popular productivity idea, and it’s not for everyone. But I’d swear by it.

It’s supposedly derived from the author Mark Twain who said something to the effect of: if you have to eat a frog today, it’s best to do it first thing in the morning.

If you avoid the task, it’ll loom over you all day, increasing your stress levels and putting you at risk of procrastination.

But the best reason to do it, I’ve found, is that rush you get when the painful task is out the way: I feel lighter, and I’m fired up for the rest of the day.

No one wants to eat a frog – but we've all got to sometimes. So get it out of the way and embrace that motivation boost you get from knowing the unpleasant task is done.

The Pain Points Podcast

How do you recognize a job well done? Our latest podcast episode is all about recognition, one of the most influential skills for effectively managing a team.

Join Jonathan and colleagues this week to discuss the value of recognition and learn skills for practicing it – in Pain Points, the exclusive podcast for Mind Tools members.

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News Roundup

This Week's Global Workplace Insights

Is Lunchtime Over?

Consumer habits of office workers have changed over the last five years. Lavish lunches are gone, and weekend splurges are in. At least that’s according to data from digital payments platform Square, as reported by NBC news.

In the U.S, consumers are now less likely to spend their hard-earned bucks on lunches. For example, downtown lunchtime transactions are down 10.1 percent in Boston from last year. Yet, the data shows that card transactions are up on weekends (up 10.3 percent in Boston).

So why are we swapping lunch for boozy brunch?

Shrinking break times, hustle culture, remote working, the internet – all these things chip away at our desire to get up from our desks and get out for some lunch. Also, many claim the rising cost of living means that lunch is too much of a strain on the wallet. Although, this seems to clash with data that weekend spending continues to rise.

Questioning Your People

Writing for Fast Company, psychologist and author Art Markman shares his five things managers should ask their direct reports each quarter.

The questions are:

• How are you doing?
• What’s your big goal?
• What’s your big obstacle?
• What do you need to know?
• What do you see that I don’t?

These questions keep open lines of communication and help you to understand where your managee is and what they need from you. Markman stresses the importance of acting on the information – otherwise you’ll lose the trust of your people.

One-on-ones are a crucial part of any manager’s success. See our article How to Have a Great One-on-One for more tips on getting these meetings right.

See you next week for more member-exclusive content and insight from the Mind Tools team!