Driver Retention =Discipline
The core of the TCA TPP’s newly released driver retention project plan is a focus on managerial discipline. It lays out a step-by-step process that is designed to layer a gradual focus on creating a driver-centric culture at any given trucking company starting with the commitment by the senior management team to the successful execution of the program.
Through the process of rolling out the DR Project Plan to a new company, we encourage an on-site visit and workshop that I facilitate. Having done these on numerous occasions, I can usually expect that one of the common concerns that are revealed is that consistency is crucial to the successful execution of the DR Project Plan itself.
The manifestation of this concern among senior managers is in and of itself very telling of the culture of the business and it is a likely sign of a company (although it may be successful) is likely not performing to their maximum potential. What do I mean by this? This is likely a business that operates in silos and not as a high performing, focused unit. Each department is trying to keep up to the pressures of the day, living in the whirlwind. They are not genuinely supporting each other and suffering when it comes to focusing on either a common purpose or accomplishing a WIG (wildly important goal).
One of the benefits of the DR Project Plan is that at its core it strives to hold people accountable for staying to the project plan. If an individual is not onside, they will be called out on their lack of focus by other members of the team. Hopefully this is done in a supportive way (as is encouraged). This support is a core commitment that each senior manager makes to the others as part of the program, and it is critical to its success. The program also addresses the blame game, finger pointing, and dodging accountability, which of course is nothing but a child’s play and a waste of spirit. The turnover in this industry and at each company I work with is a result of the company’s entire personnel’s efforts to get where it is – period.
Taking full accountability and ownership of the situation each company is in is the starting point for the program. There is no future in finding bad guys or playing the blame game, none. Everyone at the company and everyone reading this article for that matter has done everything perfectly correct and in perfect order to be where you are today. In your careers in your relationships in your communities, you have to own that paradigm, not to say that challenges and in some case significant problems didn’t present themselves to you, but you decided how to react to those issues. No one else but you, so own your successes own your failures, own your past and own your future.
Without this core understanding as a starting point, the DR Project Plan (and any other WIG for that matter) has a very narrow chance of ever resulting in the success that it was designed to achieve. It has been my experience that most new revelations, including the new DR Project Plan, are nothing more than common sense revealed. Hope you agree. You can find out more about the new TCA TPP DR Project plan at: https://www.truckload.org/tpp-
retention-project/ or at https://tcaingauge.com/the- retention-action-plan/