Leadership From the Top

1. Leadership From the Top

2. Common Evolution for Executive Commitment Principles, Sign Declarations, Mission Statements

3. Common Evolution for Executive Commitment Setting Goals, Integrating into Strategic Planning Processes. Some funding support Awakening Principles, Sign Declarations, Mission Statements

4. Common Evolution for Executive Commitment Setting Goals, Integrating into Strategic Planning Processes. Some funding support Pioneering Awakening Integrate into Organizational Identity. Formalize responsibilities across executive teams, faculty and staff. Sustainability planning. Principles, Sign Declarations, Mission Statements

5. Common Evolution for Executive Commitment Setting Goals, Integrating into Strategic Planning Processes. Some funding support Pioneering Awakening Integrate into Organizational Identity. Formalize responsibilities across executive teams, faculty and staff Principles, Sign Declarations, Mission Statements Transformation Use sustainability as an organizing principle and lens for executive decision-making and institutional reform Continuous improvement in sustainability as established organizational expectation.

6. Senior Leadership will need to play a central role in reforming key institutional systems across the organization Capital Budget Managers Maintenance Budget Managers Barrier: Accounting structures are driving inefficient design and operations by limiting the appropriate movement of investments and savings Human Resources Managers Utility Budget Managers

7. Common Practices: • No capital budget consideration of operating costs implications and opportunities • No efficiency funding in annual maintenance/operating budgets • No way to return savings to the people that achieve them • Reduced annual operating budgets when energy costs reduced • No funding for piloting and testing new practices Capital Budget Managers Maintenance Budget Managers Human Resources Managers Utility Budget Managers

8. Senior Leadership will need to play a central role in Navigating Interdependence in the organization • Interdependence between: • Professional, departments, groups & organizations • Capital, Finance & Accounting • Leadership • Technology, products & Services • Information • Capacity Building/Education • Values and Culture • Policy • and more….

9. Business Modeling for Cost Neutral Climate Neutrality

10. Cost Neutral Climate Neutral Building Case Study Business Modeling for Cost Neutral Climate Neutrality Leverett Towers Investment Summary

11. Business Modeling for Cost Neutral Climate Neutrality www.eere.energy.gov Cost Neutral Climate Neutral Building Case Study(Research provided by 2008 thesis student Debra Shepard (dshepard@eheinc.com) Leverette Towers Financial Summary for Climate Neutrality 11

12. attributes of Transformation Produced by Leith Sharp

13. Leadership From Us

14. Trust is the Fuel of Transformation TRUST Three Types of Relationship Models in Organizations Authority Transaction Reference: Professor Karen Stephenson, http://www.netform.com

15. Relationships provide a Powerful Force for Change If the average person can change the thinking of 3 people they have a relationship with over a period of 6 months and each of these people go on to do the same…. 0 1 1 Year 9 2 Years 81 3 Years 729 4 Years 6,561 5 Years 59,049

16. Interdependence Case Study: Changing Light bulbs at Harvard Simple Light Bulb Changing Project at Harvard University Full Process = 3 months of constant facilitation by change managers Barriers: Time + Capital + Policy + Training/Education + Values + Service/product School 4 Finance Mgr (capital budget)Finance 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

17. Interdependence Case Study: Green Buildings at Harvard 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

18. Where is the Leverage? The Leverage Principle: Even the biggest ships can be turned by a small force if it is directed at the point of maximum leverage.

19. The Role of the Sustainability Practitioner Advocate, psychologist & educator Politician & experienced administrator Content expert in green building, transportation etc Engage in 2-way educational exchange Build trust with allies & champions Propose trial projects Understand basic organizational characteristics: Power, money, decision-making Leverage allies to back ideas Problem Set: Information Technology & Design Politics & Power Organizational Limitations Cognitive Limitations Identify service needs and cost savings Entrepreneur & business builder Leverage new confidence, networks & capacities for larger projects Establish business plan and financing mechanism Build staff capacities to implement new practices Institutionalize new practice: standards, reporting requirements Promote success and extract all lessons Strategist Implement project Project manager Systems Developer

20. Over time we can build an organizational context to empower the full potential of people as change agents………… • Stable experiences of innovation and success • Context of institutional commitment and management support • Peer to peer interactions • Rewards, incentives and recognition • Removal of barriers and disincentives • Proper inclusionin decision-making processes • Ongoing training and opportunities to learn • Access to expertise I am fully engaged in working on my part of the solution in every way possible! Produced by Leith Sharp

21. Leadership Across the Institution

22. We Need to Make ChangeEasier: We Need to Know How our Organizations Really Work Our organizations are limited in their capacity for rationality but they do still have patterns, rules and incentives that can be understood.

23. We Need to Make ChangeEasier: Like our own minds our organizations are largely unconscious. They will are revealed to us largely through the change process. In large organizations most daily operations have become a habit, no longer done with awareness, no longer examined for the true costs/benefit. This is why READY, FIRE, AIM can be the right sequence in the early stages of catalyzing change. 5% of what the individual does is consciously processed

24. Will Our Great Leaders Save Us? The educational theorist Kent den Heyer proposes that we have a tendency to believe that it is through the heroic efforts of individuals that real change occurs. This assumption can lead to a feeling of helplessness on the part of many people confronting enormous issues such as the global environmental imperative.

25. Will Our Great Leaders Save Us? To assist with moving us beyond our paralysis, Heyer encourages us to learn from historical social change movements and to understand the innate complexity of social change, the diversity of change agency roles and the unpredictable and powerful interactions of a significant number of forces. Heyer offers “a socially distributed interpretation of agency better suited to the modest zones of influence in which most people live.” Historical agency for Social Change: Something more than “Symbolic Empowermnet (2003)

26. Harvard’s Green Campus Initiative A Business Model to Fund Green Collar Jobs Harvard’s Green Campus Initiative 2000-2008 Different Kinds of Leadership Grass Roots Students, teachers, building managers, custodial staff, kitchen staff etc • CONFIDENCE & CAPACITY • Evidence • Confidence • Business base for green projects • AUTHORITY • Legitimacy • Priority • Mood/culture • Goals Top Level Leadership • MANAGEMENT • Green building standards • Green purchasing contracts • Green training programs Middle Management

27. Leadership Is More Like a System or Cycle Than a Linear Process Harvard’s Green Campus Initiative A Business Model to Fund Green Collar Jobs 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 • Green building standards • Green purchasing contracts • Green training programs Middle Management

28. Formalize the Design of Governance Based on the Larger Leadership System Direction - Goals - Priorities - Accountability Executive Systemic Reform and Continuous Improvement • Governance structures that enhance horizontal &bottom up engagement • Finance and accounting systems that enable savings and reinvestment • Sustainability staffing (change management professional) • Organizational training and capacity building • Culture of Trust and Engagement Middle Management Towards Sustainability Momentum: Pilot Projects/Case studies Grass Roots • - Develop confidence and capacities • Prove functionality and Enable expansion • Inform Direction and Systemic Reform

29. Frameworks of Engagement for Wide Scale Ownership and Progression: Democratizing Leadership Green Office Program Harvard Office For Sustainability

30. Frameworks of Engagement for Wide Scale Ownership and Progression: Democratizing Leadership Harvard Green Lab Certification

31. Transformation Insight: Systems Leadership At the heart of the systems leadership is the belief that the relationship between individuals has its own emergent, creative potential beyond that of the individual people or components involved. Systems leadership involves leading and participating with a commitment to cultivate, explore and utilize the emergent potential of the relationships involved. The art of effective change agency must involve a systems leadership approach.

32. Leadership Within Groups/Project Leadership

34. Integrated Design Requires an Integrated Team

35. Optimizing Individuals and Relationships Source: ‘Roadmap for the Integrated Design Process’. Prepared Busby Perkins+Will, Stantec Consulting

36. 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. The most common source of unanticipated instability/risk is the failure to address interdependence. In other words ignoring the system and focusing only on certain parts.

37. Group Intelligence Will Matter More in the Green Economy Than Individual Intelligence http://web.mit.edu/press/2010/collective-intel.html “When it comes to intelligence, the whole can indeed be greater than the sum of its parts. A new study co-authored by MIT, Carnegie Mellon University, and Union College researchers documents the existence of collective intelligence among groups of people who cooperate well, showing that such intelligence extends beyond the cognitive abilities of the groups’ individual members…. They discovered that groups featuring the right kind of internal dynamics perform well on a wide range of assignments, a finding with potential applications for businesses & other organizations.”

38. Group Intelligence Will Matter More in the Green Economy Than Individual Intelligence http://web.mit.edu/press/2010/collective-intel.html Three key factors that enhance group intelligence: 1. Groups whose members had higher levels of "social sensitivity" were more collectively intelligent. “Social sensitivity has to do with how well group members perceive each other's emotions,” says Christopher Chabris, a co-author and assistant professor of psychology at Union College in New York. 2. In groups where one person dominated, the group was less collectively intelligent than in groups where the conversational turns were more evenly distributed," adds Woolley. 3. And teams containing more women demonstrated greater social sensitivity and in turn greater collective intelligence compared to teams containing fewer women.