A document in which you write down goals, define working methods, divide the work into specific stages corresponding to the resources and capabilities of the team and budget and set a time horizon is, first and foremost, a practical and useful document. You don’t have to call it ‘eco-strategy’ if the name seems overwhelming to you. What matters most is its usefulness: such a document allows you to embed all practice, knowledge and plans for the present and future. Make sure to gather knowledge and practice from all areas of the institution’s work. Let this material be shared and discussed widely. Look at your own experiences cross-sectionally, find out what was possible to implement and where you encountered obstacles. Define priority areas of work appropriate to the specificity of your team and institution. Point out both easy and difficult tasks. Take care of a sense of agency, do not set only the demanding, difficult to achieve goals. Seek balance and satisfaction. Schedule time for checking, summing up and possible revisions in action plans. Be understanding with each other. We need radical changes which concern not only goals, but also radical changes in working methods. When defining an eco-strategy, take into account the team’s capabilities and external conditions. Share the goals and working methods set out in your eco-strategy with other organisations, as this knowledge comes under the commons protocol and will grow as it is disseminated.