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?