Leith Sharp Sharp.leith@gmail Leith_sharp@harvard

1. Sustainability Leadership for the 21st Century Leith Sharp Sharp.leith@gmail.com Leith_sharp@harvard.edu

2. Understanding The Art of Change Management Simple Lighting Retrofit Project • Location: student residence (~300 students) • Proposed savings: • Annual savings >$20,000 • Payback <3 yrs • Process… No progress for many years because no dedicated attention, money or time

3. Understanding The Art of Change Management Simple Lighting Retrofit Project School Fin Mgr (capital budget)Fin Mgr (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) 1 My Staff Facilities staff overstretched, need dedicated assistance to find new projects

4. Understanding The Art of Change Management Simple Lighting Retrofit Project School Fin Mgr (capital budget)Fin Mgr (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) Green Campus Loan Fund 2 1 My staff No money in annual maintenance budget, loan fund provided

5. Understanding The Art of Change Management Simple Lighting Retrofit Project School Fin Mgr (capital budget)Fin Mgr (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) Green Campus Loan Fund 2 1 My staff Vendor 3 Sales Rep Technician Facility manager was overstretched, dedicated project management TIME needed

6. Understanding The Art of Change Management Simple Lighting Retrofit Project School 4 Financial Manager (capital budget)Financial Manager (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) Green Campus Loan Fund 2 1 My staff Vendor 3 Sales Rep Technician Senior finance management hesitates to give approval, needs convincing

7. Understanding The Art of Change Management Simple Lighting Retrofit Project School 4 Fin Mgr (capital budget)Fin Mgr (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) Green Campus Loan Fund 2 1 My staff 5 6 Vendor 3 Sales Rep Technician Building management must provide approval, needs convincing

8. Understanding The Art of Change Management Simple Lighting Retrofit Project School 4 Fin Mgr (capital budget)Fin Mgr (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) Green Campus Loan Fund 8 2 1 My staff 5 6 7 9 10 Vendor 3 12 11 Sales Rep Technician House Master concerned re:AESTHETICS, needs lots of engagement & discussion

9. Understanding The Art of Change Management Simple Lighting Retrofit Project Full Process = 3 months of constant facilitation by Green Campus Staff School 4 Fin Mgr (capital budget)Fin Mgr (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) Green Campus Loan Fund 8 1 2 My staff 5 7 6 9 10 14 Vendor 3 12 11 Univ. Ops 13 Sales Rep Technician Maintenance crew Concern regarding maintenance of new light bulbs, basic training needed

10. Understanding The Art of Change Management Simple Lighting Retrofit Project Full Process = 3 months of constant facilitation by Green Campus Staff School 4 Fin Mgr (capital budget)Fin Mgr (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) 18 Green Campus Loan Fund 20 17 19 8 1 2 5 7 My staff 6 9 10 14 Vendor 3 15 12 11 Univ. Ops 13 Sales Rep Technician 16 Maintenance crew Vendor PERFORMANCE inadequate, needed additional management Leg work to get final financial approval from loan fund advisory committee

11. Understanding The Art of Change Management Simple Lighting Retrofit Project Full Process = 3 months of constant facilitation by change managers TECHNOLOGY + ATTENTION + FUNDING + TIME + COMMUNICATION/NEGOTIATION, + APPROVALS + AESTHETICS + POLITICS + TRAINING + PROJECT MANAGEMENT School 4 Fin Mgr (capital budget)Fin Mgr (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) 18 Green Campus Loan Fund 20 17 19 8 1 2 5 7 My staff 6 9 10 14 Vendor 3 15 12 11 Univ. Ops 13 Sales Rep Technician 16 Maintenance crew

12. We Need to Make ChangeEasier Most people believe that humans are innately averse to change. This is not true. A more accurate assessment is that people have an aversion to instability and risk and they assume that change equals instability and risk. People are actually invigorated by change when it occurs with adequate stability and low risk.

13. 50+ LEED Certified or Registered Projects, Mostly LEED Gold

14. Putting Conditions in Place to Create the Turning Point Pilot Projects & Expand Change Attitudes Address Finance & Accounting Issues Engage & Develop Capacities Streamlining and Reforming processes Engage Executive Leaders to Formalize Commitment 2001 2002 2003 2004 2005 2006 2007 2008 2009 2011 3 4 5 12 16 23 50+ 4 5 12 16 23 50+ 3 80+ Rate of Growth re: Number of Green Building Projects on Harvard Campus Extensive Change Management Process Used to Foster Organizational Conditions Necessary for Wide Scale Engagement, Innovation, Learning, Leadership and Commitment

15. Finance and Accounting Source: www.dilbert.com

16. In Pioneering: Finance & Accounting Mechanisms Adopted To Embrace Good Business Practice and Deeper Barrier Are Revealed Green Campus Loan Fund: $12 million interest-free capital for conservation projects Existing Buildings New Construction Full capital cost covered 5 year payback maximum Simple payback used Cost delta funded 10 year payback maximum Lifecycle costing used $14.5+ million lent since 2001 180+ projects 27+% average return on investment

17. Lab Integrated Design and LCC Case Study: Weld Hill Ventilation Rates Switch from 10 down to 6 Air Changes an Hour saves $130,000 first cost, $22,000 annually.

18. Cost Neutral Climate Neutral Building Case Study (Further information can be provided by Debra Shepard (dshepard@eheinc.com) Leverett Towers Investment Summary Leverette Towers Financial Summary for Climate Neutrality 18

19. THE BEST WAY FORWARD: Innovation funding for the Pilot Process Organic Landscaping And Ground Managements Urban Agriculture, Organic Community Gardening Projects Waste Reuse Green Laboratory Management Green Purchasing Practices Waste Reduction and Recycling Green Finance & accounting: Life Cycle Costing Green Hospitalities Green Building Management Green Labs at Harvard VWR Harvard Green Campus Initiative

20. Illinois Green Economy Network: Unleashing the Power of Community College Collaboration to Drive the Green Economy KEY: IGEN Steering Committee Presidents IGEN Phase Staff Funded Colleges 2010-11 IGEN Green Economy/Green Jobs Centers 2010-11 IGEN funded colleges 2010-11 Moraine Valley Wilbur Wright

21. Decision Making Processes

22. Turnaround Leadership for Sustainabilityin Higher Education Geoff Scott Leith Sharp Daniella Tilbury Elizabeth Deane

23. EfS leaders in Higher Education - top 10/46 capabilities in rank order

24. The Workplace is a Social System Source: Managing with the Brain in Mind. By David Rock “Although a job is often regarded as a purely economic transaction, in which people exchange their labor for financial compensation, the brain experiences the workplace first and foremost as a social system”.

25. To Reduce Risk and Instability: Build a culture of trust as this is the Fuel of Transformation TRUST Status Certainty Autonomy Relatedness Fairness Creativity Three Types of Relationship Models in Organizations Authority Transaction Reference: Professor Karen Stephenson, http://www.netform.com

26. What We Can Do Better…. • Getting the system in the room……the right stakeholders • 2. The moment to moment experience….the vibe, the feeling, the energy in the group dynamic. • 3. Using the right process design. Being more innovative with a variety of social technologies (open space, collaborative coaching etc) • 4. Designing governance processes that connect the dots between ideas, buy-in, approval and implementation, continuous improvement and expansion.

27. Leadership

28. Transform the Tradition Linear Top Down Governance/Leadership Models to Leverage Social Dynamics More Effectively • AUTHORITY • Legitimacy • Priority • Mood/culture • Goals Top Level Leadership • MANAGEMENT/INTEGRATION • Reforming organizational process/systems • Green building standards • Green purchasing contracts • Green training programs Middle Management Grass Roots Students, teachers, building managers, custodial staff, kitchen staff etc • CONFIDENCE & CAPACITY • Evidence • Confidence • Business base for green projects

29. Stable Change Requires a Leadership System Grass Roots Students, teachers, building managers, custodial staff, kitchen staff etc • CONFIDENCE & CAPACITY • Evidence • Confidence • Business base re:green projects Change Management • AUTHORITY • Legitimacy • Priority • Mood/culture • Goals Top Level Leadership • MANAGEMENT/INTEGRATION • Reforming organizational process/systems • Green building standards • Green purchasing contracts • Green training programs Middle Management VIDEO

30. Leaders of Education for Sustainability in HE – their world cont’d Local leaders • Jumping into deep water, learning to surf, white water rafting • Leading a dynamic start up company; kindling fires • Being Tonto with the Lone Ranger at a bank-robbers’ convention • A bird that sings but no-one listens; dancing by myself; a lone voice in a sea of consumerism • Trying to interest people who like junk food in a healthy diet • Learning Spanish but finding myself in China; • Being a competitor on American idol • Being Stephen Bradbury winning gold at the Winter Olympics • Sisyphus, pushing a wheelbarrow of frogs down a steep hill • Pinning jelly to the wall; drawing treacle from a well

31. And the winner is….. • Really wanting to make a trifle, and being told that making a trifle is a priority, but no-one will provide money for the trifle bowl, the recipe keeps being changed and no-one tells me, and I know some people think they don't like jelly, and my arm has been tied behind my back, and I've been blindfolded

32. Leaders of EfS in HE - key satisfactions & challenges Recurring challenges Silos and territorialism Resource levels that do not match expectations/demands Marginalised in governance HR & staffing issues Unclear direction/priorities Staff/Leaders hard to engage Inefficient processes, systems & meetings Contribution not noticed Constant ad hoc demands EfS: unclear concept and proving demand for EfS Recurring satisfactions • Working with a great team • Helping shape strategy • Implementing projects • Seeing systems run smoothly & productively • Senior staff support • Having autonomy & trust • Being recognised for work well done • Positive student response

33. Change Leadership: Reduce Risk/Instability and facilitate stable change in the four key layers of organizational life - Infrastructure, Organizational, Social & Individual

34. Change Leadership: Reduce Risk/Instability and facilitate stable change in the four key layers of organizational life - Infrastructure, Organizational, Social & Individual

35. Change Leadership: Reduce Risk/Instability and facilitate stable change in the four key layers of organizational life - Infrastructure, Organizational, Social & Individual

36. Change Leadership: Reduce Risk/Instability and facilitate stable change in the four key layers of organizational life - Infrastructure, Organizational, Social & Individual

37. Change Leadership: Reduce Risk/Instability and facilitate stable change in the four key layers of organizational life - Infrastructure, Organizational, Social & Individual

38. Change Leadership: Reduce Risk/Instability and facilitate stable change in the four key layers of organizational life - Infrastructure, Organizational, Social & Individual

39. Leading Organizational Change Through Time

40. Defining Awakening • Awakening moves sustainability onto the organization’s agenda with a low level of understanding as to what it actually means or requires from the institution • Little victories break through initial inertia and the numbers of people vocalizing support grows • A sustainability professional is funded to help organize and coordinate efforts (part time or full time, faculty, staff or student) Produced by Leith Sharp in collaboration with Julie Newman

41. Laying the groundwork for Pioneering awakening = • The organization is ready to move into the PIONEERING phase when a threshold of… • - signals of top level commitment • - dedicated sustainability staff • - enough little victories & engaged champions =

42. Defining Pioneering awakening • Proliferation of projects & programs across the organization • Significant expansion of active engagement • Development of new capacities, attitudinal shifts & confidence. • Sustainability staff/champions spend more time coordinating and supporting the leadership and less advocating and cajoling. • The sustainability governance structure/s of the institution mature and expand • Goals, accountability and reporting become more complex Produced by Leith Sharp in collaboration with Julie Newman

43. Laying the groundwork for Transformation awakening • At a certain point a plateau is reach whereby the capacity of the existing organizational systems and structures to integrate new practices is tapped out. Deeper institutional barriers are revealed. • At the same time a variety of new conditions have emerged that enable transformation to be ignited. These conditions include: more formal power and senior leadership engagement, key champions that understand necessity for reform, evidence of the need for reform etc. • At this stage we must positioning the organization to move into the TRANSFORMATION phase. Produced by Leith Sharp in collaboration with Julie Newman

44. awakening Defining Transformation = The Pioneering stage was focused on integrating sustainability into the existing power structures, decision making processes and organizational systems. Transformation involves reforming these structures, processes and systems in order to better enable sustainability to be achieved. An institution is in the Transformation stage of the cycle when Sustainability has become a central organizing principle that is leading to deep organizational reforms. = Produced by Leith Sharp in collaboration with Julie Newman

45. attributes of Transformation Produced by Leith Sharp

46. Sustainability Leadership for the 21st Century Leith Sharp Sharp.leith@gmail.com Leith_sharp@harvard.edu