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????（4）邀請(qǐng)同事群策群力。斯坦利說(shuō)：“組織公司各個(gè)級(jí)別的人進(jìn)行一次聚會(huì)，探討你的公司或你的部門目前對(duì)環(huán)境有哪些影響？你們目前對(duì)環(huán)境做的最好的事是什么？最壞的事是什么？在當(dāng)今這個(gè)社交媒體時(shí)代，對(duì)公司的聲譽(yù)來(lái)說(shuō)，最大的與環(huán)境有關(guān)的風(fēng)險(xiǎn)是什么？怎樣做才能避免因?yàn)榄h(huán)保不利而‘出名’？”大家貢獻(xiàn)的點(diǎn)子能成為你下一步工作的起點(diǎn)。

????（5）列出一份要?jiǎng)?wù)清單。要想讓人們參與進(jìn)來(lái)，同時(shí)維持住他們的興趣，早期取得一些成功至關(guān)重要，所以最好先進(jìn)行一些相對(duì)容易看到成果的改變。斯坦利說(shuō)：“先決定你首先要做什么事，要在這件事上花多少時(shí)間和金錢，以及要參與這件事的人。然后確定達(dá)到什么樣的目標(biāo)才算成功，然后寫(xiě)在一張紙上，在團(tuán)隊(duì)中傳閱?！睂?duì)于后面的任務(wù)，也要設(shè)立清晰的目標(biāo)和時(shí)間表。

????（6）分享你所學(xué)到的東西。斯坦利說(shuō)：“如果你專門安排一個(gè)地點(diǎn)，討論你遇到并解決了哪些挑戰(zhàn)的話——尤其是如果你能誠(chéng)實(shí)地討論犯下的錯(cuò)誤和不足，它就會(huì)成為人們牽掛的事情。如果你寫(xiě)一個(gè)博客或建一個(gè)網(wǎng)站，它就會(huì)變得越來(lái)越真實(shí)和貼近，你就會(huì)像滾雪球一樣獲得越來(lái)越多的支持?！?/p>

????在巴塔哥尼亞公司，斯坦利制定了一個(gè)“環(huán)境足跡編年表”，用來(lái)追蹤公司產(chǎn)品和運(yùn)營(yíng)對(duì)環(huán)境的影響，同時(shí)記錄公司的環(huán)保進(jìn)步。斯坦利說(shuō)：“一開(kāi)始我們是為了顧客而編制這個(gè)編年表的，但后來(lái)它在員工和供應(yīng)商中也變得很流行。而且，現(xiàn)在就連供應(yīng)商們也開(kāi)始想方設(shè)法也想讓我們?cè)诰幠瓯碇刑岬剿麄??！?/p>

????（7）不斷前進(jìn)。斯坦利指出，報(bào)告環(huán)保舉措的實(shí)施狀況還有一個(gè)好處——“討論細(xì)節(jié)表明這并不是一個(gè)快速的、簡(jiǎn)單的流程。”如果你堅(jiān)持下去，“公司就會(huì)變得越來(lái)越聰明。”在努力達(dá)到環(huán)境目標(biāo)的過(guò)程中，“員工會(huì)不得不關(guān)注所有的業(yè)務(wù)基本面，它將有助于公司減少浪費(fèi)，人們會(huì)開(kāi)始注意到之前沒(méi)有發(fā)現(xiàn)的浪費(fèi)?！?/p>

????《負(fù)責(zé)任的公司》一書(shū)還提供了五份清單，它能告訴你，你的公司究竟什么地方可能在浪費(fèi)錢。它們可能會(huì)為你激發(fā)出一些有用的靈感，幫助你啟動(dòng)在公司里的環(huán)保事業(yè)。你也可以在巴塔哥尼亞公司的網(wǎng)站上找到這些清單。祝你好運(yùn)！

????反饋：你的公司是否也在開(kāi)展環(huán)保節(jié)能行動(dòng)？哪些舉措有助于員工投身環(huán)保？哪些舉措效果不佳？請(qǐng)留言評(píng)論。

????譯者：樸成奎

????3. Quantify the benefits of going green."It's a myth that taking better care of nature is at odds with business excellence, but what if your peers, or higher-ups, believe that? Concentrate first on taking steps that clearly save money," Stanley suggests.

????Since you mention that you've already done some of this, what your boss calls "taking it to the next level" probably means moving on to "a second tier of action that takes a bit of investment to pay off long-term, like installing low-flow plumbing fixtures and solar panels, for example," Stanley says. "LEED [Leadership in Energy and Environmental Design] certification for 'green' buildings has proven conclusively that the investments a company makes in these things does pay off." The nonprofit U.S. Green Building Council has information you can use to build your case, including data on lower operating costs, higher asset values, and eligibility for tax rebates and other financial incentives in hundreds of U.S. Cities.

????4. Invite coworkers to brainstorm."Organize a get-together with people from all levels of the company and ask them to talk about what environmental impact your company, or your division, has now," Stanley says. "What's the best thing you're doing for the environment now? What's the worst? In this era of social media, what's the biggest environment-related risk to your reputation? What do you do that you would not want to be known for?" The ideas you gather will give you a starting point for the next step.

????5. Figure out a list of priorities.To get people on board and keep them interested, a few early wins are crucial, so begin with changes that will be relatively easy to make quickly. "Decide what you'll do first, how much time and money you'll spend on it, and who will be involved," Stanley says. "Define what initial success will look like. Then write that down on one page you can circulate among your team." For each subsequent task, set clear goals and time frames.

????6. Share what you learn."If you set up a place to talk about challenges met and solved — especially if you're honest about mistakes and setbacks — it becomes a story people follow," Stanley says. "And if you put something in writing on a blog or a website, it becomes much less abstract and removed. It builds a snowball of support."

????At Patagonia, Stanley launched the Footprint Chronicles to track the environmental impact of the company's products and operations, and to report on improvements as they were made. "It started out as something we were doing for our customers," he says. "But it turned out to be popular with employees, and even with suppliers, who started jockeying to be mentioned in it."

????7. Keep going.One side benefit of reporting on how your green efforts are going, Stanley notes, is that "talking about the details makes clear that this isn't usually a quick or simple process." But if you stick with it, he adds, "the company will get smarter." In trying to meet environmental targets, "your people will have to pay attention to all the business fundamentals, and this will result in a less wasteful organization. You'll start to spot money leaks you could not see before."

????The Responsible Company includes five checklists of exactly where your company might be leaking money right now. The lists, which could spark some useful ideas about where to start your green campaign, are also available on Patagonia's web site. Good luck!

????Talkback:Has your company tried to reduce its impact on the planet? What helps get employees engaged in the effort, and what doesn't work so well? Leave a comment below.