How do you balance short-term and long-term sustainability?

For me as a leader always see the future state because you may or may not be there in the future for example when writing new or revised policy's the owner should always be leadership not any given person's name that person may leave, and you won't be able to change it get in to change it. That leaves for a long sustaining policy at least for a couple years.

As someone who has been in the situation of bringing ideas and vision, it can be tricky as an employee to provide such opinions and approaches when there is a lack of acknowledgment and or compensation. Some organizations take take take and forget where the originality and authenticity of the idea may have derived from. Make sure if you bring the concepts to the table, your organizational leader's vision aligns with the overall goal, and that is not just for the betterment of the company. Don't get lost; be transparent, and everyone can meet on common ground.

In my experience, one of the most important things is to ensure that this vision is specific enough that all of the leadership team are 100% aligned on what success will look like. Often, the leadership team are all in agreement on wanting to be a "sustainable business". But when they dig into the specifics of what that might look like (e.g. impact on decision making, executive performance reviews and remuneration, business ownership) then they are in quite different places. Unless the time is invested upfront to ensure alignment and address any potentially thorny areas then this usually derails the project later on. You need to get the elephants out of the corner!

Es importante esclarecer objetivos y metas a largo plazo para lo cual le llamamos visión, de igual forma tener un cronograma servirá mucho en el proceso cumplimiento de todos los objetivos para lograr finalmente a donde uno quiere llegar

Using different methods of communication is helpful, such as; emails, reminders, sharing related articles, checking in during meetings about progress, etc.

Our organization has come a long way with innovative ways for patients that makes a big impact on the type of surgeries to the technology on minimal invasive cases that impact the healing process for surgical cases. our organization also uses standard work across the system in most of the departments.

Having looked at various impact tools, one of my favourites is Future Fit Business Benchmark. The benchmark assessment is detailed and all open-sourced. It assesses both the negative impacts that the business has across a range of areas as well as the extent to which it's having positive impact on people and planet.

El impacto en el entorno laboral se debe tomar de manera muy alerta ya que la reacción o el resultado puede ser positiva o negativa para lo cual como herramienta que funciona es llegar a determinar supuestos en base a las experiencias y no experiencias para que se pueda dar posibles respuestas ante cualquier impacto

Impact can be valued in a plethora of ways. You can impact socially through networks, lean processes, and many performance areas. Don't limit your impact abilities; seek ways to lead the way organization. Remember, you don't have to be a manager to lead.

Continuous personal assessment is key to continued growth and sustainability, as is staying engaged with the industry as a whole. Colleagues outside of your organization bring a global perspective and access to best practices that enable you to tap into the success of others and minimize efforts on implementation. The processes others use, with demonstrated outcomes, are often readily shared in a collegial environment. Networking to gain access is worth the effort.

In today's workplace, sustaining a reliable and committed workforce is paramount to success. Engaging employees in brainstorming and prioritizing efforts can balance the need to keep employees engaged and customers satisfied. An employee-driven action list is more readily embraced and implemented as well as sustained. Sharing outcomes regularly further incentivizes the team. Demonstrating how employee interventions improve customer satisfaction and company reputation is a means to keep employees engaged and happy. Your work as a leader is to communicate wins often.

What always helps me is determining which tasks are essential (and what can wait). When I tackle things with this approach, I am not wasting time on frivolous items that don’t bring value to my actions. Big ticket items equal big rewards, and small ticket items offer small rewards. Make sure you prioritize your laundry list!

Whilst it's important to prioritise activities that will deliver the greatest impact (rather than just doing the easy things), from a human perspective it is helpful to prioritise some quick wins to start with. This helps to demonstrate progress and build momentum. It's also helpful to start with some activities that improve sustainability as well as cutting costs (e.g. activities that reduce the amount of electricity / water used). These are usually easier to get signed off as the financial business case stacks up. And you can start building up a pot of 'savings' which can then be used to fund other sustainability activities later on.

En el día a día existe trabajos que implican poner en una balanza lo que conlleva a la urgencia e importancia del asunto o tarea, para lo cual un análisis previo se puede determinar ello y por ende priorizar acciones

La manera de como se puede identificar planes es teniendo un proceso interno de objetivos claros, de igual forma tener en cuenta también los posibles beneficios o riesgos

It is important to focus on the human aspects of change as well as delivering tasks. For change to be effective, the culture of the organisation usually needs to change so that new behaviours become unconscious and instinctive over time. When you plan your sustainability programme, make sure you pay as much (if not more) attention to engaging your teams and taking them on the journey with you as you do to delivery of tasks.

I believe one of the most important things we can do as an organization is to celebrate our wins. These celebrations should occur during the process, not just when the project is completed. People need to feel like their work means something to their leaders and organization. The celebration should be commensurate with the accomplishment, the celebrations will build on themselves and leadership can harness the motivation and good will from these celebrations of everyone's hard to keep the momentum going.

An opportunity for the leader to listen and guide adaptation to new processes is in real-time during implementation. Being physically present to field questions or explain the "why" is important to sustainability. Regular re-visits to be sure the processes are still working and scope drift has not taken the team away from the desired goal will yield the best results. Actively listening to barriers, both perceived and real is important as is communicating clearly and concisely the intended path. Daily metrics are a good way to demonstrate the "wins" and to reward the team in real-time for their commitment to improving the work process and customer experience.

The best way to sustainably improve is to listen to and empower the front line to bring their ideas forward. As a leader, your job is to ensure alignment with the corporate mission and vision and to communicate that the idea is either value added or not at this time in a supportive and tactful way. The idea is to keep the employee engaged and personally invested.