Active management is more than being proactive; it is about creating stability. Workforce challenges and turnover will remain a reality across the waste and recycling industry. Leaders who practice active management are better positioned to build stable teams and deliver consistent performance.
By Jeffrey Bailey
Routes, shifts, facilities, and volume are in constant motion in waste and recycling operations. Operators face the challenge of not only filling jobs, but also of maintaining continuity in an unpredictable environment. Equipment can be controlled. People and workforce stability are harder to manage.
Workforce management directly impacts operations. There are many ways to manage a team. Active and passive management represent two very different approaches. Active management is proactive, people-first leadership. Passive leadership is more reactive. Each style can yield drastically different results.
Operations led by active leadership often achieve stronger retention, safer operations, and more reliable performance. Over time, this stability lays the foundation for long-term success.
Active Verus Passive Management
Passive management is characterized by limited communication and inconsistent follow-up. It prioritizes immediate staffing needs over quality and team development. Employee interactions tend to be transactional. This can lead to weak team relationships and limited employee involvement. Passive leaders are often disengaged and reactive, addressing issues after they appear.
Active management takes a more hands-on approach. Unlike passive management, it emphasizes engagement and operational involvement. Regular communication, employee coaching, workforce planning, and early intervention are key. Active leaders build trust and strengthen relationships. They create a culture of continuous improvement through a more dynamic leadership style that anticipates issues, minimizes distractions, and drives consistent performance.
The difference between the two approaches is simple. Passive management reacts to instability, whereas active management works to prevent it through greater involvement.
Why Active Leadership Matters
What does this look like in practice? For many waste and recycling operators, operations become reactive when crews change frequently. Supervisors spend more time onboarding and training than improving site performance. Productivity varies from shift to shift. Inconsistencies and a lack of experience contribute to decreased safety, and communication becomes inconsistent.
Stable teams function differently. Experienced crews are familiar with expectations, equipment, and processes. Communication channels are well-established, which allows supervisors to be more proactive and spend less time repeatedly resolving the same issues. As a result, operations become more predictable. This is the value of active management.
A passive approach fills vacancies, whereas active management builds consistency, accountability, and engagement that lead to lasting stability. Managers who are present and dedicate time to employees often see improvements in attendance and retention. When expectations are transparent, and employees feel supported, they tend to stay longer. This means teams are well-trained and make fewer mistakes. Operations can run more smoothly and reduce operational expenses. It creates a safety-focused, customer-oriented, high-performance workforce.
Stability is not accidental in waste and recycling operations. It comes from leadership that invests in people and builds consistency through clear expectations and follow-through in day-to-day work.
Case Studies: Active Leadership in Practice
Across waste and recycling operations, operators often see the impact of management style firsthand. It is reflected in everyday actions and decisions. The following examples illustrate how active leadership behaviors, such as coaching, visibility, and communication, shape outcomes onsite and in the field.
Building Stability Through Opportunity
Ana Martinez is Leadpoint’s longest-tenured onsite manager (OSM). Many of her team members have worked alongside her for more than 15 years. Ana believes that support and career progression are the foundation of strong retention. “We work closely with employees to ensure they have the tools and support they need to succeed in their current roles and a chance to build a long-term career,” Ana explained. “Employees are encouraged to take on new responsibilities. We try to recognize potential within our team before considering external candidates.”
Maintaining a stable workforce has strengthened operations by creating a stronger safety culture and more consistent production. Ana said, “Over time, employees grow both professionally and personally, which creates a stronger commitment to the operation and the team’s goals.”
Jorge Limon, an OSM in Texas, agrees, “I manage 85 employees across three shifts. I want my crew to know I am invested in their success and growth. If someone wants the opportunity to advance, I give them the chance to try and encourage them to take the next step. Not every role is the right fit for every person, but giving employees opportunities matters. Recognition matters, too. We work hard to build respect across the team and make sure employees feel valued. We recognize employees regularly, including an employee of the month for each shift.”
Coaching and Communication for High Performance
Zavier Odhams, a route supervisor in Texas, manages an on-route collection operation and more than 60 employees. Zavier describes himself as a “people person” and believes in putting his team first. He meets his employees where they are and maintains an open-door policy. “I encourage team members to reach out at any time, whether work-related or personal,” he shared. Zavier dedicates much of his time to being in the field with his crew. Every day, he conducts on-route observations to provide real-time coaching. He actively monitors safety practices, ensures performance meets customer expectations, and fosters strong collaboration between Leadpoint and the client. His positive mindset and personal approach have had a significant impact on his team and overall operational performance. The crew has high retention, and multiple employees have advanced into OSM roles. Zavier’s efforts have also contributed to a significant reduction in safety incidents, successful driver-helper partnerships, and a consistently high level of service with minimal constituent complaints.
“As OSM, I do a lot of mentoring and coaching. It’s important to talk to your employees. My focus every day is on teamwork and making sure everyone goes home safely to their families. I have a great team, and I am thankful for them. We are learning and growing together,” adds Paul Johnson, OSM.
Safety as a Shared Standard
Anthony Wheeler started at Leadpoint as a sorter before advancing to OSM. His site has gone nearly five years without a safety incident. He believes employee retention has played a major role in the site’s safety performance. By retaining employees, he has built a skilled, cross-trained team that understands the operation. When asked how he has retained employees, he said he leads with a people-first approach. He listens to his employees and addresses their challenges. “Every issue has a reason behind it. I want to understand their side and what challenges they are dealing with,” Anthony stated. That mindset also shapes how he approaches safety. If there is ever a close call or concern onsite, Anthony pauses operations to review what happened with the team. Anthony often walks the floor and checks in with employees throughout the shift so small issues can be addressed before they become larger problems. In addition to onboarding and initial instruction, Anthony conducts daily training. “The job isn’t for everyone,” he continued, “but I never ask my team to do anything I haven’t done myself. We’re a team, we’re all human, and nobody is better than anyone else in the plant. We just have different jobs.”
“It is important to keep the team aligned and accountable, especially during high-pressure situations. I focus on clear communication, reinforcing expectations, and being proactive to address issues early so we can maintain both efficiency and a safe work environment,” comments Benjamin Goodwin, OSM
Leading from the Front Line
Talicia Fields quickly advanced into leadership, moving from sorter to line lead to workforce coordinator before becoming an OSM. Talicia prioritizes hands-on leadership. She believes that understanding what motivates employees and staying engaged with the team are key to operational success. “I worked with the sorters to make sure they were able to hit our quality goals. We worked on little stuff, like catching a situation that could cause a jam before it happened and putting the right people in the right place.”
Talicia also makes a point of spending time with employees. “A good leader should lead from the front of the line, even on difficult days,” she added. She recalled one moment that reinforced the importance of being hands-on: “One of my sorters told me, ‘I was about to walk off the job, but when I saw you come on the line and work with us, it made me stay. That made me proud.’” Her site has maintained an exceptionally stable workforce, with turnover around 10 percent, an impressive achievement in the industry. “I try to lead by example and motivate my team to perform well and work safely.”
Joe Ortiz, OSM, also says, “When your team has confidence in you and knows you genuinely care, it changes the culture of the workplace.”
More than Managing Operations
Active management is more than being proactive; it is about creating stability. Workforce challenges and turnover will remain a reality across the waste and recycling industry. However, leaders who practice active management are better positioned to build stable teams and deliver consistent performance. Employees who feel supported and connected to their work are more likely to stay committed. That stability strengthens safety and leads to more consistent daily operations. Active leadership is the foundation of high-performing employees and operations. | WA
Active vs.Passive Management
Passive Management Looks Like:
• Reactive problem-solving
• Inconsistent supervision presence
• Communication only when issues arise
• Performance varies between shifts
• Leadership focused on immediate coverage and short-term fixes
• Repeated operational issues
• Limited follow-up
• Transactional
Active Management Looks Like:
• Early issue identification
• Consistent onsite leadership
• Ongoing and clear communication
• Reinforced expectations across shifts
• Leadership focused on long-term operational stability
• Stable, predictable operations
• Coaching and accountability
• Operational knowledge
Jeffrey Bailey has more than 10 years of experience in municipal government and operations. Jeffrey joined Leadpoint in 2020 as an Onsite Manager and has since held several key roles within the organization, including positions on the Operations Support Team and as Director of Sales. Jeffrey was promoted to Vice President of Sales in 2025. He manages Leadpoint’s growth efforts and builds mutually beneficial partnerships across the waste, recycling, and manufacturing industries. He can be reached at (602) 431-0410 or e-mail [email protected]