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How to Change Senior Management's Misperceptions About Your Fleet

December 29, 2014, by Mike Antich - Also by this author

Fleet managers tend to get bogged down in the day-to-day operations and then wonder why they are not connecting with upper management. These fleet managers wrongly assume that effective fleet management is simply managing assets. My reply is, you also need to be a good "storyteller" to be a successful fleet manager.

Increasingly, today's fleet managers are scrutinized for their every action and are constantly second-guessed by management and user departments about the efficacy of their policies. A common (and ongoing) perception by senior management is that fleet management is not a complicated and sophisticated profession; not recognizing that it requires expertise in a multitude of peripheral areas.

Fleet managers also must deal with the revolving door of new managers, especially the "fleet experts," who assume the fleet is not run efficiently. These individuals erroneously believe anyone can run a fleet and that no special skills or expertise are required. Consequently, a fact of life faced by every fleet manager is the ongoing, year-to-year struggle to continually educate all levels of management about the intricacies and nuances of fleet management, so they truly understand and appreciate its complexity. Sadly, fleet managers, as a whole, are not doing a good job at educating their senior management about the profession because this second-guessing continues to be a perennial issue.

Perception vs. Reality

A fleet manager must increase his or her exposure with management to educate them as to the value they provide. To do so, you first need to become known to management. Periodically set up meetings with HR, purchasing/sourcing, and sales management when new fleet-related topics come up pertaining to one of these areas. As you are updating these managers, you are educating them as well.

More times than not, these managers may be unaware of your capabilities and subject-matter expertise. Your ultimate goal is to become someone whom management consults when making major decisions. You want them to call you into their office or include you in meetings to solicit your opinion. But to earn (and retain) a seat at the table with management, you must to know your total fleet costs, frontward and backwards.

To avoid misperceptions, fleet managers need to define and elevate their stature in the eyes of management. Otherwise someone else will do so, which often is the root of false perceptions. Ask yourself, how do you prove you are doing a good job? You may think you manage a well-run fleet, but do you have the metrics to substantiate this assertion? If you can't succinctly quantify the fleet's performance to management, they, most likely, will not truly appreciate your asset management skills.

This lack of understanding is often at the root of second-guessing inquiries that put fleet managers in defensive positions attempting to justify performance or policies. Do not assume management knows you are doing a good job. To demonstrate your subject-matter expertise, you must develop performance metrics that can be reviewed by all corporate areas that interface with fleet. It is important to have an open-book policy and share fleet data with both management and internal users. From the perspective of management, this will validate that the fleet is operating as cost-effectively as possible. The fleet’s stature and accountability can be further increased by organizing fleet user committees to address operational or policy issues that arise between fleet and its internal customers.

Embrace increased accountability because it will make you a better fleet manager. When measuring fleet's performance, it is important to communicate these goals within your company. Continually push metrics to internal customers to demonstrate how they can contribute to improving productivity and make the fleet operate more cost-effectively. Maintaining an efficient fleet is not a goal, but an ongoing journey. You need to keep feeding the metrics back into your processes to continually improve performance. It is important to realize that only by putting this data into practice, can you develop performance metrics that will truly optimize fleet performance and identify inefficiencies.

Tactical vs. Strategic Fleet Management

It is important to realize that no one within your organization knows the fleet better than you. You need to step outside the boundaries of day-to-day tactical fleet management and think "big" by taking a strategic approach to managing the fleet. Visualize how your operation would look if you could start with a clean sheet of paper. How would you redesign overall fleet program to increase its efficiency and effectiveness?

Develop a plan to realize this vision and communicate this "story" to management, hence, become a storyteller. This concept was best summarized in one of my favorite movies, Dead Poets Society, using the Latin phrase "carpe diem." Take a moment to Google the phrase, or watch the movie, and reflect on its meaning to you.

Let me know what you think.

[email protected]

Comments

  1. 1. Allen Mitchell [ December 29, 2014 @ 03:55PM ]

    Mike, once again you are exactly right. To be a successful fleet manager, one must first know the major fleet performance characteristics gleaned through a robust fleet IT system. Then it is imperative that you inform those in your chain of command, organization top management, and key customer management the current status of the fleet. This can be done in person or with a report with charts of periodic performance indicators. Be available to explain your reports if questions remain. Once you convince all of the above that you are the resident expert in the field, you will earn the respect you deserve and you will quiet those who think they know fleet management by driving and maintaining their own private vehicle. You will also get invited to meetings where fleet topics are discussed - then speak from the principal of expertise to offer the correct answers.

  2. 2. Tim King [ December 30, 2014 @ 01:10PM ]

    Great article. Excellent and to the point. Perception is reality demands marketing to optimize success. Fleets need to realize their leadership/management is a key customer group. You don't want to leave this to chance. You've touched on several key points contained in my book being published by the SAE. FLEET SERVICES - Redefining Success should be out in the spring.

  3. 3. Joao Reis Simoes [ December 30, 2014 @ 03:55PM ]

    Mike, I totally agree with you. Establishing a set of indicators, suitably defined, is necessary; every month a new set of data must be calculated. Correlations between indicators should be done so as to understand the evolution. Complete preventive maintenance plan should be established. Joining data of maintenance costs is the basis to calculate the economic lifetime of vehicles and to construct the renewable plan.

  4. 4. Chris Hill [ December 31, 2014 @ 08:34AM ]

    Thanks for a good article on this topic. I’m a fan of “Dead Poets Society”, too, as I had a teenage education experience similar to Welton and the English Literature teacher portrayed by Robin Williams.

    If I can develop your idea of story-telling a bit further, I have found that senior managers recognize and understand the fleet picture much faster if they hear about attributes of the fleet that mean something to them. The term, “attributes” is something we think about when shopping for a new car or truck. The attributes we want in our next vehicle may be space, comfort, safety, towing capacity, able to fit in the garage; whatever. In a fleet context, the attributes that senior management wants to hear about are, in no particular order:

    1. Suitable – are the types of vehicles in the fleet the most suitable for the job? There are many ways to measure this but the simplest one is miles per year. Unsuitable vehicles don’t get taken out much.
    2. Reliable – is the fleet there when needed? How many labour hours are being charged for repairs and maintenance?
    3. Affordable – is the cost per mile in line?
    4. Safe – how many accidents?
    5. Fuel efficient – is our fleet competitive?
    6. Environmentally-friendly – How does this make our organization look?
    7. Available – How often are vehicles out of service?
    8. Compliant – Are we at risk of regulatory action because of fleet operations?

    This is a much more interesting and engaging conversation to have than reading statistical tables and charts. The fleet manager who successfully shows how the fleet supports the organization’s values is the one who gets support from senior management in return.

  5. 5. Rachel Johnson [ January 06, 2015 @ 09:47AM ]

    Excellent article! I've never been a good storyteller on any level. Thanks for reminding me that I have to keep pushing out of my comfort zone of just doing, and make sure I relay the message as well.

  6. 6. Anonymous [ January 21, 2015 @ 03:23PM ]

    I am working through these exact issues and this article is going to be a tremendous help!

    I know you are praised all of the time for the quality and relevance of your work and I wanted to reach out and say this was fantastic!

    Thank you for supporting the fleet community!

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Author Bio

Mike Antich

Editor and Associate Publisher

Mike has covered fleet management and remarketing for more than 20 years and entered the Fleet Hall of Fame in 2010.

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