As I meet with utility fleet managers, a common thread keeps emerging from our conversations – that highly effective fleet professionals are also great leaders.
This is because the job is about more than managing assets; you also have to work with people to get things done.
Take telematics, for instance. From strictly an asset management perspective, telematics can be a powerful tool to reduce fuel costs by tracking driver performance. But if drivers perceive the technology as Big Brother to catch them doing something wrong, this negatively impacts their morale and productivity. So, how do you manage a telematics deployment in such a way that operators become more receptive to the technology?