A mind - although one of our most valuable assets - can be deceptive. Evidence of how tricky one can be came out in our November elections. Our perception of many of the so-called leading candidates could not help being colored when the campaign depicts the opposition as less than a choirboy. And, once the votes are in and the official loses, we learn to accept the voters calling them all rascals. It often happens.

In my experience, there are far too many industry people in the Supplier groups who give lip service to the talents of the fleet managers, but privately voice serious doubts about the abilities of these same guardians of company cars and trucks. While I may not be perceived as a champion of divine causes, if knots my gut to continuously listen to the constant patter of rain on the fleet managers' parade. If we are alert, we can see visible evidence each and every day of the intelligence and value of the nation's managers of fleets.

At the October meeting of the Automotive Fleet & Leasing Association, it would have been well for the entire industry to sit in on Helene Kamon's panel on "'The Future of the Fleet Manger." The two key panelists made laudable presentations, each defending their position in executing the responsibilities to the best of their abilities to their management. Bill Friedlaender from Crane had experienced life with lessors and learned from it. He now is capably managing his fleet without any lessor. Sam Visintine from Mallinckrodt made a sound case for using a lessor and providing the decision responsibilities on exceptions beyond the guidelines for his company lessor. When they finished their remarks on how they handle the fleet function, you had to have the feeling that both individuals were doing it in the best interests of their companies, as well as applying their talents in a most professional manner. The industry people in attendance responded with respect and admiration.

In November, I spent an entire fleet-oriented week with an array of fleet managers; Patsy Mance from Bristol Myers Squibb, Greg Tarring from Philip Morris, El vie Pizzo from Hiram Walker, Karen Cook from Shinier Elevator, Larry Giddens from RJR, and Gordon West from Pfizer. Over the span of seven days you can't help but form solid opinions of people when you are closeted with them and discussing problems and solutions. All have different fleets and different challenges with varying management structures. What is abundantly clear is that each is as professional as corporate management has a right to expect. More respect and admiration gained not unlike that due hundreds of others serving the fleet function nationwide.

If the critics insist on diminishing the stature of this proficient group, we should serve notice to those who would be detractors. Those positioned in the fleet function in the country's utilities and governmental segments are rarely questioned for competence with their complex multi-line vehicle fleets, and the daily rental buyers are regarded as the sharpest of them all. It is overdue to give commercial fleet managers the same kind of stature. It takes some time and dedication for the newly-assigned or the part-time managers to earn their stripes, but it is a professional group.