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Practice with APA format: Part 1: After reading the paper titled Unit 6 APA Assignment, make all necessary corrections and recommendations in a separate MS Word document. Then submit your response to the Dropbox before the end of this unit. Make sure to look at this assignment in detail for APA errors. Continue working on your draft of the Final project. You will submit your complete draft of your project in Unit 7. (next week) Then your completed Final Project is due in Unit 8.

Practice with APA format:

Part 1: After reading the paper titled Unit 6 APA Assignment, make all necessary corrections and recommendations in a separate MS Word document. Then submit your response to the Dropbox before the end of this unit. Make sure to look at this assignment in detail for APA errors.

Continue working on your draft of the Final project. You will submit your complete draft of your project in Unit 7. (next week) Then your completed Final Project is due in Unit 8.

Draft of: A Look at Sustainability

By Joan Q. Student

For Professor APA

12/10/2011

Introduction

A business is sustainable if it can endure without overtaxing the environment. This is mainly accomplished by business leaders who purposely design their business so that it is environmentally friendly. One such leader is Ray Anderson of Interface, Inc. He founded the company on the 1970’s but changed the company’s mission in the mid 1990’s when he realized his company was guilty of contributing to the pollution of the planet. Since then, Anderson has made great strides in the struggle of business to become sustainable and demonstrate progress in this regard. His leadership has fostered not only great company growth but personal growth of all the employees as they have absorbed his mission for sustainability. He is truly an example of a transformational leader.

Early days

Ever since he had to give a speech on the subject of sustainability, he began to realize that this was his mission. He refocused the company mission and began to discuss his ideas with employees and environmental engineers and experts. As the company grew, so did their employees in terms of knowledge gained from determining what actually worked.

Developing goals and metrics

Soon the company realized it was not enough to just make sure that the process materials were as recyclable as possible. Employees began to examine their own habits and the travel to and from work as well as business travel. They started carpools and looking how at how they could offset their travel.

As the Kyoto Protocol adopted carban offsets to compensate for poluting developed countries, so too Interface began to realize until they had a better solution, they could at least offset their “carbon footprint” (2009). Thus begun their accounting for the polution they were creating by flying to other locations by planting trees. They also began to create Sustainability metrics, what the founder referred to as Ecometrics™ in order to determine their progress towards the Interface Inc. (2008) goal of 2020 to have no “negative impact on the environment by 2020” (Mission/Vision section).

Leadership

The founder created a leadership team to help propel the company forward towards their company goal. He started spreading the message throughout industry that sustainability was also profitable. He could show business managers and CEOs the measurable progress he had made. He developed his leadership team to help him spread the message as more and more businesses wanted to hear the Interface story. He wrote a book, appeared in several films, gave interviews, appeared on talk shows to spread the message as Interface’s sustainability ideas and practices became increasingly sophisticated.

He even tells the story of when another CEO was skeptical that the mission was really clear to the workers in the lowest jobs, the forklifters etc. This CEO was called out of a conference room meeting at Interface’s facility in order to take a phone call. In so doing the CEO had to cross through one of their shop floors where there was a forklift operator who stopped to let the CEO pass. So the skeptical CEO asked the forklifter what was his goal each day. When the CEO heard from the forklifter that indeed his job was to preserve the planet for future generations the CEO returned to the conference room with a totally changed attitude (Anderson, interview 2007). Getting the mission to not only be known throughout the organization but to get employees totally committed to take on the company mission as their own, is truly transformational.

Conclusion

Interface Inc. has in Ray Anderson a truly transformational leader. Now Chairman of the Board, Anderson still gives talks and lectures on the subject of sustainability and Interface’s transformation. But just as likely is that another manager or supervisor is giving a talk or training regarding sustainability. The transformation has been total as the company is well on its way to meeting their 2020 goal. Interface and its leader Ray Anderson have in the meantime inspired hundreds of other individuals and companies to follow their lead. Anderson’s initiative, commitment and determination to set his company and others on the right track to preserve the planet for future generations is evidence of his transformational leadership.

 

 

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