UFP Magazine

A couple of months ago, Dale Collins, the fleet services supervisor at Fairfax Water in Virginia, emailed me about four new crew trucks he had ordered. He and his team were proud of the final product – and of the nearly three-year process they went through to get the spec right.

Collins thought there might be a story to tell to UFP readers, but he wasn’t sure what that story would be or look like. He reached out to me anyway. And I’m glad he did.

That’s because I’m always on the hunt for real-world fleet stories that can inform, educate and inspire you to do more, be more and achieve more in your career.

You’re planning to roll out a new telematics deployment or ask senior management for a bigger budget, expecting to encounter some resistance. How do you position your proposal to get buy-in from stakeholders?

The ancient Greek philosopher Aristotle offered insight into this topic with his work “The Art of Rhetoric,” which was published about 2,400 years ago. He introduced the three elements of influence that still serve as the foundation for effective leadership communications today.

The big takeaway from “The Art of Rhetoric” is that if you overlook any of the three elements when crafting and presenting your proposal, you’ll stack the odds against you being able to win over your audience.

What are those three elements?

My biggest takeaway from this year’s NTEA Work Truck Show? The industry appears to be headed toward an electric future. But a lot of work still needs to be done for that future to become a mainstream reality anytime soon.

Here’s what I mean: Electrification is building momentum because the cost of battery technology has been trending downward to the point where electrified trucks are becoming a more attractive and financially viable option for fleets to try.

According to Bloomberg’s New Energy Finance report, lithium-ion battery prices have fallen 73% per kilowatt-hour since 2010. That trend is expected to continue until EVs become cheaper to buy than their fossil-fuel-powered counterparts by 2025 to 2029.

As battery costs have dropped, this has allowed for more affordable power that extends the battery range between charges, making it comparable to the range of conventional-fueled vehicles – and thus more acceptable for more fleet applications.

That's why we’re seeing a growing number of OEMs like Tesla, Freightliner, Mitsubishi Fuso and now Ford – with its recent $500 million investment in Rivian to produce an all-electric pickup truck – entering the fray.

But here’s the challenge: charging infrastructure. There's not enough of it.

Whatever position we’re in, we’re all selling something – an idea, a point of view or a proposal – whether we want to call it “sales” or not. That goes for fleet professionals as well.

In his book “To Sell is Human: The Surprising Truth About Moving Others,” best-selling author Daniel H. Pink put it like this: “Physicians sell patients on a remedy. Lawyers sell juries on a verdict. Teachers sell students on the value of paying attention in class. … Whatever our profession, we deliver presentations to fellow employees and make pitches to new clients. We try to convince the boss to loosen up a few dollars from the budget or the human resources department to add more vacation days.”

But far too many fleet managers believe a myth that’s putting their careers at risk: “My work should speak for itself.” The truth is that, even in fleet, perception is reality. And if you don’t intentionally shape the perception of senior leadership to match the reality of your work, you’re setting yourself up for failure.

Think about it: Your fleet could be one of the top performers in the utility industry. But what if leadership doesn’t know what top performance should look like? All they see is that fleet costs keep going up. So, from their perspective, you must be bad at your job, right?

In a pre-show call for a fleet industry podcast, the interviewer asked me to talk about UFP and our audience to get insight into the range of topics we might discuss during the episode.

I shared what I’ve learned from speaking with many of you over the past four years. After I finished, the interviewer responded, “That’s amazing how much [utility fleet professionals] are responsible for and how much they must know compared to other types of fleets.”

He nailed it. Exactly.

As a fleet manager in the utility industry, there’s a high level of sophistication you bring to the job that’s not required in many other sectors. That’s because you have so much more on your plate than what you would deal with, say, managing an urban delivery or pharmaceutical sales fleet, where you may have a handful of vehicle types you’re working with – box trucks, pickups, vans and sedans.

But in the utility world, it’s a whole different realm. You’re managing road vehicles, trailers, off-road equipment and all-terrain vehicles. At some utility companies, even aviation assets, like helicopters and drones, are managed by the fleet department.

It has been a tumultuous 2018 for electric carmaker Tesla and its embattled CEO, Elon Musk.

Earlier this year, a handful of crashes involving Tesla vehicles increased scrutiny of the safety of their semi-autonomous Autopilot systems. Then there have been the ongoing manufacturing challenges causing lengthy and expensive delays in building the Model 3 – the mass-market electric car that Musk has banked Tesla’s future on. And Musk’s high-profile Twitter feuds with journalists, analysts and short-sellers have caused many in the industry to question his fitness to effectively lead a publicly traded company.

But whatever storm clouds may be hovering over the company today, Tesla has already made its mark, pushing the automotive industry toward what will likely be an all-electric future – no matter what happens to the company itself.

Think about it: Traditional automakers have been building electric vehicles for years, but Tesla has made EVs desirable. With the introduction of the Model S sedan in 2012, Tesla showed that EVs could be sleek, spacious and fast. And with hundreds of thousands of pre-orders for the lower-priced Model 3, Tesla demonstrated that it’s possible to create mass-market demand for EVs at a time of relatively low and stable fuel prices.

The major automakers are following suit with plans to introduce several new all-electric models in the next two to three years.

For a fleet manager, stories can be more than just entertaining anecdotes – they can be a powerful tool to motivate technicians, change employee behavior and garner senior management’s support.

But what exactly is storytelling in a utility fleet environment? How do you tell a good story, especially if you’ve never thought of yourself as a great communicator?

In an interview I conducted with Paul Smith, leadership trainer and author of the best-selling book “Lead with a Story,” Smith said that storytelling is “a way of getting your message across without making your audience feel defensive, so they will be more open to what you have to say.”

How do stories make the audience more open to your message?

“A story activates a different part of the brain, where instead of being critical and analyzing, they’re just listening to the story,” Smith said. “It creates that open frame of mind in people in a way that data alone cannot do.”

The idea is that you can use stories to influence people without wagging your finger at them or telling them what to do. Stories allow the listener to arrive at conclusions themselves, making them more receptive to you and more motivated to follow through on your message.

So, what does storytelling look like when you’re managing people in a utility fleet environment?

In April, our team at Utility Fleet Professional magazine launched the first-ever fleet track at the iP Utility Safety Conference & Expo in Loveland, Colorado. The conference is the industry’s largest safety education event, produced by our sister publication, Incident Prevention magazine.

We covered a wide range of topics, from the imminent safety challenges of automated vehicle technologies, to fleet ergonomics that can reduce worker injury risks, to spec’ing aerial platforms with maximum safety in mind.

But my biggest takeaway from the conference?

It’s that there’s a growing need for fleet and safety professionals to communicate and collaborate with each other on a deeper level – to spec the safest vehicles possible within the real-world budget constraints that fleet departments must navigate.

Think about it. We’ve seen automated driver-assist systems deployed in cars over the past few years. But now we’re starting to see them being introduced in the commercial truck market as well, which could have significant implications for both the fleet and safety departments at utility companies.

For example, the 2018 Ford F-150 features an available Pre-Collision Assist with Pedestrian Detection system and advanced adaptive cruise control with stop-and-go functionality that uses radars and cameras to maintain a set distance behind a vehicle – and even follow that vehicle down to a complete stop.

This is cool safety technology, but it also makes the truck more expensive. And when fleet managers are given a mandate from senior management to do more with less money, how do they strike that delicate balance between vehicle safety and cost?

Lineworkers truly are heroes in our industry – and in our communities. I’ve gotten to see this firsthand as a resident of Central Florida, which was hit hard by Hurricane Irma last fall, leaving many of us without power for over a week. So, you can imagine how heartening it was to see all the convoys of bucket trucks from out of state and Canada coming down to Florida, with lineworkers who had left their families to work around the clock to restore power to our area.

Now we’re seeing a massive mobilization effort by utilities across North America to help Puerto Rico, where many residents have been without power for several months since Hurricane Maria ravaged the island.

As fleet leaders, you play a big role in making these storm-response missions successful by ensuring that crews have the equipment they need to serve our local communities, often in harsh weather conditions, and return home safely to their families.

It’s this safety component that I want to zero in on in this letter. When your crews are performing storm-response work, how can you give them complete confidence that their fleet equipment is safe and up to the task? That begins with you making sure that you’re continually covering all your bases when it comes to fleet safety. And we’re here to help you do just that.

At Utility Fleet Professional, we’re dedicated to safe fleet operations. That's why we're partnering with the iP Utility Safety Conference & Expo to offer an all-new fleet safety track in Loveland, Colorado, April 24-26, 2018.

Our story begins in 2009.

It was only eight years ago, but so much has happened since then.

At that time, we were in the throes of the worst economic crisis since the Great Depression. The idea of calling an Uber using your smartphone was still about a year away from happening. And a niche electric carmaker, Tesla, had just received a major cash infusion to pull the struggling company from the brink of bankruptcy.

That’s also when search engine giant Google launched its self-driving car project.

If you recall, at the time, the idea of robot cars still seemed like science fiction – a long way out in the future. And any work being done in this space was primarily funded by the U.S. Department of Defense.

That’s what makes Google’s foray into this space so remarkable. Here was this young private-sector company willing to put significant resources into what the firm has described as a “moon shot.” This bet on autonomous vehicles represented an unprecedented level of commitment by the private sector for an unproven, highly expensive technology.

But today that bet is starting to pay off with wide-ranging ramifications.

There’s a fable by the ancient Greek storyteller, Aesop, about the Sun and the Wind that offers a powerful lesson for today’s fleet leaders. It goes something like this.

As the Sun and the Wind were debating over who was the stronger force, the Sun noticed a traveler walking along the road below them, which gave him an idea for how to settle the matter once and for all.

He pointed to the traveler and offered this proposal to the Wind: “Whichever one of us can get that man to take off his jacket will be considered the stronger force.”

The Wind agreed and went first. But as he put his power on full display, something very interesting happened. While the Wind’s strength grew, so did the traveler’s resistance. Instead of getting him to take off his jacket, the Wind’s force caused the man to cling to his jacket even tighter, refusing to let it go, until eventually the Wind gave up.

Then it was the Sun’s turn. He emerged from behind the clouds and quietly focused his heat onto the man. At first, nothing appeared to be happening. But then a drop of sweat trickled down the man’s forehead. And then another and another, until the traveler was sweating profusely. A few seconds later, he willingly took off his coat.

As a utility fleet professional, you have to wear numerous hats – engineer, purchasing agent, manager, IT person, recruiter, counselor, accountant, salesperson – and are constantly bombarded with “fires” to put out, leaving you with little time to think about your future.

But as you read about and see the rapid change going on in the industry, you’re realizing that you need the time to start thinking about how to adapt. Emerging technologies like self-driving systems, the internet of things, connected vehicles, artificial intelligence and drones are already here and just beginning to make an impact on how fleets – and fleet professionals – do business, setting the stage for major industry disruption in the next three to five years.

And as more and more older fleet workers and technicians get ready for retirement, there’s a looming shortage of younger workers who are willing and qualified to fill the gap, raising the stakes for utility fleets as they compete for technical talent and expertise.

So, what if there was a three-day boot camp during which you could set aside everything else and focus your energy and attention on learning and thinking about the strategies, tactics and leadership tools that can help you successfully navigate the challenges ahead?

Now there is, and its name is Utility Fleet Conference 2017.

UFC 2017 is an intensive three-day fleet education event from October 2-4, 2017, produced by Utility Fleet Professional magazine (www.utilityfleetprofessional.com) and co-located at the International Construction & Utility Equipment Exposition (www.icuee.com) in Louisville, Ky.

In early February, I moderated a panel of OEM reps from Ford Motor Co. and Daimler Trucks North America on the topic of “Connectivity, Autonomy and the Future of Mobility in Fleet” at the Washington, D.C. Auto Show. As I reflected on our discussion, this was my biggest takeaway: The emergence of self-driving systems is not just a trend to watch in the next five to 10 years; there’s a lot going on right now that utility fleets should be thinking about.

For example, the new 2018 Ford F-150 pickup, expected to go on sale this fall, will feature an available Pre-Collision Assist with Pedestrian Warning system and an advanced adaptive cruise control with stop-and-go functionality that uses radars and cameras to maintain a set distance behind a vehicle – and even follow that vehicle down to a complete stop.

Then there’s the new 2018 Freightliner Class 8 Cascadia, set to release this summer, which offers a full suite of semiautonomous technologies, including adaptive cruise control and collision mitigation with automatic braking. But perhaps the most interesting system is the fourth-generation Intelligent Powertrain Management that’s available on models equipped with Detroit Diesel powertrains. It operates like a predictive cruise control system, using GPS connectivity that enables the truck to anticipate upcoming road terrain and automatically adjust transmission shifting, engine acceleration and braking in a way that maximizes fuel economy as the vehicle approaches each hill, climbs it and coasts on the other side.

The bottom line is that, on some level, autonomous vehicles are already here – from cars and light-duty pickups all the way up to Class 8 tractors. But I’m curious: How are these developments impacting your fleet operations today?

As 2016 comes to a close, you’re likely evaluating possible fleet education programs for 2017 that can help you become more valuable in the industry – and indispensable to your employer. If that’s the case for you, then consider saving these dates on your calendar: October 2-4, 2017.

Why?

That’s when the second Utility Fleet Conference (UFC) will be held. Produced by our team at Utility Fleet Professional magazine, UFC 2017 is an intensive three-day fleet education event that will be co-located with the popular International Construction & Utility Equipment Exposition (ICUEE) at the Kentucky Exposition Center in Louisville, Ky.

Our objective is clear: to build UFC 2017 into a fleet education and networking event that you can’t experience anywhere else. We’re creating about a dozen 90-minute sessions that drill deep into the trends, best practices and success strategies specific to the unique challenges you face in utility fleet environments. You’ll learn not only from industry insiders and experts but also from your peers who understand – and have overcome – many of the in-the-trenches challenges you face on a day-to-day basis in your organization.

A top mechanic suddenly quits when your shop is already overwhelmed with a huge backlog. Or, your upfitter falls several weeks behind schedule, delaying delivery of trucks that your customers needed yesterday.

As a fleet manager, you’re confronted with numerous obstacles that knock you off kilter, causing you to feel overwhelmed and unsure about how to best proceed. But what if you could grow your capacity to keep calm under pressure to find the best way to solve your problems?

That’s precisely what Ryan Holiday teaches in his best-selling book “The Obstacle is the Way: The Timeless Art of Turning Trials into Triumph” ($14.85, Amazon.com). The book draws from the ancient Greek philosophy of stoicism to show today’s leaders how to overcome adversity with greater perseverance and resilience.

Here are my three takeaways – with relevant quotes from Holiday – that I think can help you navigate the obstacles you face every day in fleet.

On May 7, a Tesla Model S, with Autopilot engaged, slammed full-speed into a tractor-trailer that pulled out in front of it, killing the Tesla’s driver. The incident was billed as the first death caused by autonomous car technology and raised questions about whether the Tesla Autopilot – or any similar type of system, for that matter – is ready for prime time. This was a blow to an industry that has been touting self-driving cars as the answer to the over 33,000 people who die from motor vehicle crashes each year in the U.S.

Then, within days of initial reports, Reuters reported that there was a portable DVD player inside the vehicle playing a video at the moment of impact. The conclusion: Although the Tesla failed to “see” the truck, the driver didn’t see it either, presumably because he was distracted by watching a video.

This isn’t the only example of a Tesla driver pushing the limits of Autopilot. Despite the automaker’s warnings that Autopilot is not intended to be a fully autonomous system – and that the driver must be able to retake control of the vehicle at any time – there have been numerous YouTube videos posted by Model S owners, depicting them engaging in high-risk behaviors, including dozing off behind the wheel.

Could it be that an automated driving technology touted to save lives has actually created more opportunity for riskier behavior?

This is our fifth-anniversary issue, and I’m grateful to be part of a dynamic team that’s so passionate about serving the utility industry.

From the beginning in 2011, we have dedicated ourselves to creating educational content that’s tailored to addressing the unique challenges you face in a utility fleet environment. And we refuse to settle. We understand that your world – and job – is constantly shifting, and you’re looking for information that can help you navigate that changing landscape.

That’s why, in 2014, we established an editorial advisory board of your peers – utility fleet professionals from Duke Energy, Time Warner Cable, PG&E, Nebraska Public Power District, Omaha Public Power District and Oklahoma Gas & Electric – to ensure our content remains relevant, accurate and valuable to you. Our board reviews virtually every article we produce and has been instrumental for me to test and “sanity check” story ideas to ensure we keep upping our game in serving you.

When you read the latest media coverage, you get the sense that when it comes to self-driving vehicles, it’s not a matter of if, but when. Yet, as autonomous vehicle systems get more and more market-ready, will our society be ready? And, on a more granular level, will we in the fleet industry be ready?

Take, for example, risk management. When a robotic vehicle is involved in a collision, who – or what – is responsible?

There’s a growing consensus around the idea that the automaker would assume liability. But what would happen if a sensor on your self-driving truck failed to detect a child darting behind the vehicle as it shifted in reverse, and the truck fatally struck that child?

In October, thousands of Tesla Model S owners across the globe downloaded the Autopilot upgrade, launching the most advanced commercially available driver assistance technology to date. When engaged, Tesla’s Autopilot operates on the highway like cruise control on steroids, using cameras to keep the vehicle within lane markers, radar to maintain safe speed and distance from vehicles ahead, and sonar to sense when to safely change lanes.

And this is just a taste of what’s to come, as a growing number of automakers and technology giants – including Google, Apple and Uber – have entered the race to launch a fully autonomous vehicle by the end of this decade.

But as a machine takes on more and more of a human driver’s responsibility for decision-making – such as selecting the most optimal routes, deciding when to change lanes and determining when to safely pass another vehicle – how will it handle the moral and ethical dilemmas that humans face from time to time?

In the 1960s, psychologist Robert Rosenthal and school principal Lenore Jacobson conducted an experiment at an elementary school in California. All students in grades one through six were given IQ tests. The researchers then identified the top 20 percent for each grade – those students who were to be considered the most gifted, with the greatest learning potential.

What the teachers did not know, however, is that those students in the top 20 percent were chosen at random, not by their actual scores.

And something very interesting happened. When all the students were retested eight months later, the randomly selected group scored significantly higher, with greater improvement compared to their peers.

How could that happen?