I had ambition not only to go farther than any man had ever been before, but as far as it was possible for a man to go.-Capt. James Cook

I have found some of the best reasons I ever had for remaining at the bottom simply by looking at men at the top.-Frank Moore Colby

"One day," he says, "I too will be so rich that I shall have my photo on the bands of cigars I offer to my fiends. That is my ambition."-Jean Rhys

When the able and popular Connie Wesley lost her fleet manager's job at Honeywell last fall, it caused quite a stir in our offices. At the time it appeared that corporate "belt-tightening" was the cause, but we found later that no plan had been announced as to how the company's leased fleet was to be managed, and with over 7,000 vehicles, it just didn't seem logical. We were prone to write it off as a strange but perhaps singular occurrence.

Only a couple of months later a similar experience beset Susan Richardson, who headed the fleet department at Greyhound with a staff of three and 2.200 vehicles. Susan recounts that in 1984, the company decided to switch from ownership to more than half leased. In time, she and the company increased the variety of lessor services and all was going well until the lessor pitched executive management with a cost-saving "total vehicle management" package to be administered by the lessor, in making the agreement, the company then informed Susan and one of her assistants that they could seek another position. After 15 years in the auto industry it was a shocker to Susan. By this time our staff was alert for any further signs that some new trend was developing.

The next call came in December from a terrified fleet manager of over 500 vehicles in the Northeast (no name divulged at this time) who reported that his senior management had already forged a cost-saving plan inducing many of the company veterans into an early retirement and a large threat loomed for this experienced fleet manager since there was an alternative offer in front of senior management to possibly engage a lessor to "handle it all." he was crying for support and any evidence in the way of factual research that might place the proper value on his contributions.

We've had other calls that were much more discreet or where the fleet manager was too embarrassed to admit they might not have used good communication skills in selling their own management on just how important their function truly is. It is happening nationally and it poses some serious questions.

Obviously corporate management must look into every cost area and determine if their policies and/or vendors are cost effective. It is also apparent that a leased fleet transfers certain functions to the lessor and there is not the need for as many company people as would be the case with full company ownership and control. But leasing companies have stated publicly that they work in conjunction with fleet managers and can coexist in harmony.

My questions are, does this quid pro quo condition Mill truly exit and, if the "total fleet management" plans are being marketed, who in the company is now making those necessary policy decisions if no fleet manager is left? Just ask yourself, would you entrust every personal financial decision to your spouse without consultation? Will fleet managers start looking at "unbundling" more seriously? We know from our Top 200 largest commercial fleet list that about 50 percent of those are company-owned so we are not talking about "endangered species" as yet but it may be past time or survival for you to keep your senior management aware of the value of your function and give them an audit on your accountability. They should know how well you are performing your valuable function.