The topic of the environment has come to the forefront of political and economic discussions over the last few years. More and more, a consensus of opinion is developing that people and organizations need to reduce their ecological footprint. With the population growing while natural resources are decreasing, it’s just logical to see that we’ll soon reach a point where there won’t be enough resources on earth to feed and host mankind. Each of us must assess our footprint, how we live, and respect the environment.

So, what is your organization doing about it? Aside from  maybe a few nice statements on your brochures or web site, what is your organization really doing that differs from the unsustainable, unacceptable way things are generally done?

Before explaining how you can use this book, let’s start by discussing why your organization needs to move toward green practices and products.

By simply paying attention to what’s happening around you, you can see that the earth is starting to struggle with its capacity to host the human species. As natural resources become rarer, Mother Nature is constantly reminding us of her fragile balance and that natural habitats are dying. You could say this problem isn’t new, and you’d be right. What is new, though, is that people and their behaviors are starting to change. We see more and more companies not just content to comply with regulations, but instead being proactive and developing new methods that greatly exceed expectations.

Instead of having your organization focus on the bottom line, it now needs to focus on the triple bottom line as described in 1994 by John Elkington.

Each element is as important as the other. People are essential to organizations. They translate into healthy communities, good employees, good suppliers, and strong customer relations.

The second P (Planet) is obvious to you if you’ve bought this book. Sustainability must be a core element of a successful organization’s mission.

Lastly, profit is essential for a business to survive, but it’s also essential for non-profit organizations. Think of it this way: Even if the notion of profit doesn’t exist within your non-profit organization, the notion of a balanced budget is critical to ensuring continuity. Elkington’s strategy shows the connections between the three elements and long-term profitability and continuity.

When running a green organization, you need to understand what consumers and the public in general look for in a green organization. Some practices are obvious ones. Think of Exxon and the Exxon Valdes, for example. People use their pocketbooks to vote against organizations that have made the news for bad or eco-unfriendly practices. The nature of an organization’s products or services are also looked at by many. Of course, pricing has to be good, along with quality, but nowadays, consumers and potential clients also consider the type of packaging, its recyclability, and its impact on the environment once a product’s useful life has ended.

Lastly, the origin of a product is becoming very important in the minds of earth-savvy consumers. There is a growing emphasis on supporting the local and regional economy which can’t be ignored.