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CEO must be evaluated for the quality of his or her team and its performance. The policies include the guidelines and mandatory requirements that the leadership must meet, such as government and trade regulations, internal procedures for various tasks the CEO performs, or the goal-setting process that allows for dramatic improvement. The leadership tools may include mechanical tools, informational tools, and training tools to enhance the leadership s performance. Stakeholders feedback must be received and taken into account in the leadership compensation plan. Leadership must seek employees feedback on how well the leadership demonstrates the same characteristics expected of employees. Similar feedback must also be solicited from other stakeholders, such as shareholders, suppliers, and the board of directors. The leadership must be bold enough to accept and make use of the critical feedback for improving its own performance. This can be accomplished through a standard set of questions that address various aspects of the leadership. Figure 9-3 provides a sample Leadership Performance Review that can be customized as appropriate. Leadership evaluation is critical in sustaining the success of a company. A company will only be as successful as its leader. Leadership is an evolving process that requires monumental onthe-job training. Many workplaces perpetuate the misunderstanding that the leader is the smartest and most successful person in the company. That may have been true in the past. However, in each new assignment, the leadership process must be adjusted to fit the company s goals, and that adjustment requires a lot of input because the leadership s action may affect

Solid Waste Group 1 Quantify annual solid waste generation (multivariable regression analysis)

Model Outputs Characterization and classification of U.S. businesses and government agencies that generate similar solid waste compositions Determination of significant variables that influence solid waste quantities Prediction and evaluation of annual solid waste generation Evaluation of solid waste generation rates by establishing evaluation parameters

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Figure 13.1 provides a visual representation of the methodology framework. This diagram emphasizes the analyses and concepts that were integrated to develop the environmental model, as discussed in the previous chapter.

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Leadership Performance Review Envisioning Always thinking; analyzing competitors, new business strategies, new work methods, and the future Not afraid of experimenting, striking out in new directions Buoyant and building a sense of excitement and adventure in employees Takes risks and pursues novel approaches and encourages creativity in others Demonstrates mastery over crucial skills and is eager to share the knowledge Ever-present willingness to learn new things, to explore new areas, to test concepts, and is not afraid of failure An excellent reader and builds on others ideas Inspiring Candid, honest, and objective Quick to recognize and thank others Understands his or her success is a team effort and a result of good fortune Listens well in order to learn from others Cooperative and enjoys working with others Perceptive of thoughts and fears of others Shows exuberance a childlike curiosity inspiring others Planning Keeps his desk, agenda, and mind open and clear Prioritizes tasks and devotes necessary effort Establishes his own best-in-class benchmarks A good strategist who systematically deploys available resources for best results Action-oriented and plans to make things happen Plans to continually do better and expects others to follow Plans to get involved as needed to achieve results Practicing (Exemplary) Demonstrates exemplary dedication Looks at all aspects of an issue before making a decision Practices and encourages fairness Tenacious and keeps moving forward toward goal that appears elusive to others Lets others bask in limelight Builds and maintains comfortable, goal-oriented atmosphere at work Strives for excellence in all things. Does the best job possible and inspires others to do the same.

A data collection procedure was established to determine the required data types and quantities of data to collect. The data collection procedure focused on ef cient and effective gathering of the required data. This chapter provides a detailed discussion of the data collection conducted for creating the waste generation model. The remaining sections of this chapter discuss

The required data types to develop the integrated model Data collection process and survey instrument The data collection results and discussion Existing data collection discussion

To begin the data collection process, the types of data required to develop the integrated environmental waste generation model were determined. Since the model investigates the solid waste generation of individual companies and government agencies, annual solid waste records of individual companies and other relevant data were identi ed for collection. The dependent variable to be investigated was annual solid waste generation of U.S. businesses and government agencies. Speci cally, the following data was collected:

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Total annual solid waste generation (tons) Major materials disposed (type and tons) Major materials recycled (type and tons)

FIGURE 9-3.

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