The field of Strategic Environmental Management has grown enormously in recent years. Grown in attention, in importance, and certainly also in the number of people who have become proficient in this field. Job openings follow each other at breakneck speed, as do (new) consulting firms, an ever-increasing group of freelancers, and other enthusiasts. And actually, that's not surprising. Society is changing at a breakneck pace, and challenges are becoming increasingly complex.

On the one hand, this is good news: this growth offers opportunities! The demand for skilled environmental managers is increasing, and with it, the experience gained in the field. We are rapidly learning what works well and what doesn't. If we reflect on this sufficiently, we can truly elevate the field. Moreover, and perhaps most importantly, this growth offers the opportunity to build more trust between organizations, between government and residents, and between businesses and government. After all, trust is the foundation of any successful collaboration.

Yet, there are also concerns. The labor shortage means that young and relatively inexperienced environmental managers often face overly complex issues. Consider difficult and intensive administrative processes or cases with significant conflict and conflicting interests. Or, conversely, far too many processes happening simultaneously. And if you give a little attention to everything, you ultimately can't give real attention to anything. While the challenges demand it. Results are lacking, and the pressure on environmental managers only increases. It's a kind of vicious cycle that is hard to break. The consequence? Environmental managers become overburdened, lose oversight, and become overworked.

What can we do about this? First of all, we need to make choices. What will we do and what won't we do? More pausing and thinking instead of constantly running because everything is urgent and needed to be done yesterday. Basing actions on a sound plan, based on a good analysis of interests. More proactive than reactive. Doing things consciously, but also consciously not doing things. Not everything can be done at the pace that is actually needed. Or with the people you have available. You wouldn't use a medical intern to perform a complex surgical procedure. It is then our task, as professionals, to make the existing complexity and what that demands of the (internal) organization clear to the people who have to make choices. To stand for quality instead of quantity. That's not always fun, but it is necessary.

A medal with two sides, then. And both sides deserve more attention. On the one hand, this means recognizing and seizing opportunities. Thinking, reflecting, and having (internal) conversations about how we can improve the field. But let's also take care of ourselves, our colleagues, and our employees. And initiate conversations about that as well. So that we don't lose anyone along the way. Because only then can we face the challenges of today and tomorrow.

Senior consultant

Jeroen Medema