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As concerns about climate change and social responsibility grow within a changing regulatory landscape, the role of nongovernmental leaders as advocates for sustainability and ethical practices also expands. The trend of purpose-driven leadership, where executives are evaluated not only on financial performance but also on their contributions to society and the environment, is not new. However, it has become more essential for organizations, communities, and our planet. Executives will be increasingly held accountable for decisions that align with ethical standards and environmental stewardship. Fortunately, environmentally responsible policies are more than just the right course of action; they build trust with employees, customers, and communities, which drives positive engagement and impact.
Integrating climate-led decision-making requires a holistic approach, a robust management system, and inspiration. Knowing whom to turn to, we asked longtime advocate for environmental and fiscal sustainability Charles Hopper to share his experience. Charles became President and CEO of the Santa Barbara Zoo this January after serving as Chief Operating Officer for Birch Aquarium at the Scripps Institution of Oceanography. Before this, Charles held various leadership roles at the Seattle Aquarium and served in the United States Air Force. He is actively involved with the Association of Zoos and Aquariums, which promotes conservation, science, and education in the field, most recently as a member of the Board of Directors. We asked Charles to share his insights and the lessons he has learned with us!
Charles Hopper, MBA
President and CEO
Santa Barbara Zoo
Environmental sustainability is often pitted against fiscal growth, positioning the two as competing forces when these are complements. Thinking of a business's ecological responsibility benefits its long-term fiscal sustainability, and leaders who get this strategy are well-positioned for the future. During my tenure at the Seattle Aquarium and, more recently, at Birch Aquarium at Scripps Institution of Oceanography, UC San Diego, I witnessed firsthand how effective stewardship of natural and economic resources can drive sustainable growth and deepen an organization’s impact. At these institutions, we integrated sustainability into our business models. We recognize that conservation and sound environmental practices benefit the planet and strengthen our financial stability, creating resilient, self-sustaining, trustworthy organizations
In my leadership roles at the Seattle Aquarium, I learned that prioritizing responsible resource management—whether in conservation efforts, energy use, or financial practices—enables us to achieve both mission alignment and financial stability. For example, initiatives focused on energy efficiency and waste reduction helped us decrease our carbon footprint across our scope 1-3 emissions while lowering our operational costs. Importantly, this enhanced our credibility with supporters who value sustainability, as they witnessed us actively implement our mission. Even for an organization whose mission was inspiring conservation, strategically integrating this into business development was a significant challenge. However, by doing so, we attracted new funding, strengthened community relationships, and engaged a broader audience in our initiatives. This approach ultimately set the organization on a path to regenerative stewardship!
During my time as Chief Operating Officer at Birch Aquarium, we demonstrated how sustainability initiatives foster an organization's resilience. We focused on building adaptable systems and practices, whether in conservation strategies or managing financial and human resources. This type of adaptability is crucial for long-term success, especially as climate change and environmental disruptions continue to affect communities worldwide. From a broader perspective, resilient communities—those that are ecologically healthy and economically and socially sustainable—are vital for the well-being of future generations. Sustainability is about creating systems that can thrive despite challenges.
Today, leaders must build resilient organizations in their environmental practices and capacity to support and uplift communities. This is particularly important in the nonprofit sector, where strong, self-reliant institutions are better equipped to serve their communities and achieve their missions over the long term. As executives, we are increasingly evaluated not only on financial performance but also on our organizations’ environmental and social impacts, and I believe that leading with sustainability at the core will be a defining characteristic of successful leadership. We can create thriving, resilient organizations and communities by ensuring that our strategies are both ecologically sound and economically viable.
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I thank Charles for sharing his perspective, as his experiences illustrate how interconnected environmental sustainability and fiscal responsibility are on the path to long-term success. Organizations can achieve both environmental stewardship and financial stability by adopting a holistic approach that integrates sustainability into core business models. This fosters resilience, strengthens community relationships, and ultimately creates a more trustworthy and impactful institution prepared to thrive in an ever-changing world. The lesson is clear: for organizations, prioritizing sustainability is not just a moral imperative but also a strategic advantage that ensures a brighter, more sustainable future for all.
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