Dealers canceled orders, and inventory began to build. The environmental conservation movement should not have to be so Let my people go surfing Patagonia is an amazing company with great products and a commendable mission.
In fact, Malinda and I consider our bottom line the amount of good that a business has accomplished over one year. Work had to be enjoyable on a daily basis. As this drives costs down, large companies like Nike buy organic cotton to blend in with their industrial cotton as a way to support the cause but not price themselves out of the market.
You can solo-climb Everest without using oxygen or you can pay guides and Sherpas to carry your loads, put ladders across crevasses, lay in 6, feet of fixed ropes, and have one Sherpa pulling you and another pushing you.
It will never make a totally sustainable, nondamaging product. This allowed us to grow at a natural rate. When we returned, we put together our first board of directors, made up of trusted friends and advisers, including author and deep ecologist Jerry Mander.
Yet business can produce food, cure disease, control population, employ people, and generally enrich our lives. Our Environmental Assessment Program educates us, and with education we have choices.
In the late eighties, Chouinard Equipment became the target of several lawsuits. Founded init exists to challenge conventional wisdom and present a new style of responsible enterprise. How you get these highly individualistic people to align and work for a common cause is the art of management at Patagonia.
But even more, I wanted to create in Patagonia a model other businesses could look to in their own searches for environmental stewardship and sustainability. The same is true for a business. Can a company that wants to make the best outdoor clothing in the world be the size of Nike?
And we have an open-book policy; financial details are available with all employees to promote full transparency. Can we have it all?
Because we were pioneering long routes requiring hundreds of piton placements, I bought an old forge and taught myself blacksmithing so I could make my own hard-steel pitons.
Managing our finances this way helps the company remain in yarak, a falconry term derived from Persian and meaning "superalert, hungry but not weak, and ready to hunt.
The company was restructured five times in five years; no plan worked better than the last one. One of the adult members, Don Prentice, taught us how to rappel down to the falcon aeries on cliffs, showing us how to wrap manila rope stolen from the telephone company around our hips and over our shoulders to control the descent.
In the early seventies, my company, Chouinard Equipment, took over an abandoned meatpacking plant in Ventura and began to renovate its old offices as a retail store. One thing I did not want to change, even if we got serious: The next thing we knew, we were boarding a Florida-bound plane to see him.
By the time I was 18, my climbing buddies and I had migrated to the big walls of Yosemite. At Patagonia, profit is not the goal, because, as the Zen master would say, profits happen when "you do everything else right.
Eventually, Chouinard Equipment filed for Chapter 11, a move that gave the employees time to gather capital for a buyout. Could we actually change the way others treat the natural world?
Kami was a small man in his late sixties with a squeaky, Swiss-German-accented voice, a full beard, and a lot of restless energy. To reinforce the tie to the real Patagonia, in we created a logo with a stormy sky, jagged peaks based on the Fitz Roy skyline, and a blue Southern Ocean.
So we gave each employee a personal trash can for recyclable paper and made everyone responsible for disposing of wet garbage in separate containers scattered throughout the offices. I was especially interested in books on Japanese and Scandinavian styles of management, because I wanted to find a role model for the company; the American way of doing business offered only one of many possible routes.
Doing risk sports had taught me another important lesson:Maybe a few people take advantage of our flextime and our "let my people go surfing" policy, but none of our best employees would want to work in a company that didn't have that trust.
They understand that my M.B.A. style of management is as much a sign of my trust in them as my /5(19). What made the experience of listening to Let My People Go Surfing the most enjoyable?
This is more than an autobiography of a great climber, surfer and environmentalist. Not just the story of one of the most succesful companies in the world. 10 Most Profound Passages From 'Let My People Go Surfing' Ten years after its original publication, Patagonia's founder, Yvon Chouinard, has revised and expanded his beloved book Let My People Go Surfing —"the philosophical manual for the employees of Patagonia.".
In Let My People Go Surfing, Yvon Chouinard discusses the origin of his company, the uncompromising vision sustaining it, and the philosophies that continue to inform its practices.
News › Business › SME Book Review: Let My People Go Surfing, by Yvon Chouinard Yvon Chouinard is a maverick, but can other budding entrepreneurs learn from his management techniques and. About Let My People Go Surfing. In this newly revised 10th anniversary edition, Yvon Chouinard–legendary climber, businessman, environmentalist, and founder of Patagonia, Inc.–shares the persistence and courage that have gone into being head of one of the most respected and environmentally responsible companies on earth.Download