The Top 5 Leadership Absolute “Don’t Do’s” When You’re Focusing on Reducing Driver Turnover!
- Here is a harsh reality: you simply stating that the company is going to take on and beat driver turnover will at best be received with reluctant hesitation and/or apathy. This should not come as a shock but if you are approaching 100% turnover (or higher), it is not likely that your people believe too much of what your management team is saying. So why not look for (or create) a bell weather moment? Winston Churchill was credited with saying “never waste a good crisis”. You should pick when to reveal your company’s new driver retention initiative wisely. If you can tie it to a critical event, good or bad, then you need to determine out how to do that. In my past we decided to train all the “inside the walls” employees on customer service. When people start to realize how their actions affect those around them they start to quickly get the picture. When we finished the training, driver retention was a natural extension and the transition was easy.
- Do not take the issue of your company’s high turnover on as a challenge until you can wrap your head around the fact that you did everything necessary to cause the turnover you have now. The point here is that if you don’t take ownership of the issues neither will your people. Excuses for turnover are far too common and easy to come by in trucking. We have all heard them repeatedly over the years. Remember that the blame game does not solve anything. The only way to get off to a good start is to state that you’re determined to turn the corner on your company’s turnover and that from now on the responsibility for every driver that leaves or is fired from your company is on you and your people. There is an opportunity learn from every single failure. Take that failure personally. No one goes to work in the morning with the intention of failing. These are people’s families that we are messing with.
- Don’t keep your people in the dark about what you’re doing. Use every channel possible to let them know what is going on in your business. For your company to turn the corner on driver turnover you will need the assistance of everyone in the business. What is discussed must be the priority. Think about this: I give you information because I trust you, I value your input and I need your help. I don’t share information because I don’t particularly care about your opinion and I don’t think your input will bring value to this initiative. Want your people to be more engaged when they come to work? Let them become part of the solution, share as much information with them as possible and then ask them for their help.
- Do not try and impose your own personal values on people. If you or your senior managers developed a value statement and then took it to your people and expected them to respond positively to that statement, then you are in trouble – it just won’t work. A strong values statement can be the cornerstone of your retention objectives but only if it reflects your collective values and that you plan on following through with it. Here is the question to pose to your people – what would your perfect company look like? One paragraph from each person is all that is needed. Do it as a team that is working towards a common purpose.
- Do not get impatient. This is change and change will scare people. However, being patient does not mean turning a blind eye to behaviour that is counter to the company’s goals. Being patient means coaching and talking the talk. If that individual who refuses to change crosses the line again and again you will have to take the steps necessary to get the right people in those roles. These are tough decisions, but they are entirely necessary for you to succeed. Stay determined!
TCA Retention Coach