The health of your organization can directly impact all external business.
Greek philosopher Plutarch once said that ‘what we achieve inwardly will charge outer reality.’ The same can be said of your commercial fleet operations.
The health of your organization can directly impact all external business. Creating a workplace that promotes inclusivity, encourages collaboration, highlights the importance of maintaining a healthy work-life balance, and fosters mentorship opportunities can lead to a more successful fleet operation.
Why Inclusivity Matters in the Workplace
The foundation of a healthy workplace is one where all employees feel seen and heard. Look within your organization and figure out if there are employees who don’t feel represented.
“Challenge the status quo and ask the why in fleet. Why are there underrepresented groups? What are their interests and concerns?” UCB Strategic Sourcing Manager Linda Ellis urged fleet managers to consider.
Inclusivity begins with diversity. Having a team that represents all walks of life can lead to new ideas and perspectives. Consider whether your hiring efforts promote this kind of diversity.
One easy way to do this is to look for talent in non-traditional spaces, Inspiration Mobility Vice President of eFMC Services Maria Neve said.
“Participate in job fairs at Historically Black Colleges and Universities (HBCUs) in addition to the ones already on the schedule. Work with organizations that support people with disabilities or women.”
Diversity also goes beyond race and gender, PARS Inc. President Lori Rasmussen explained. Diversity in your workforce can look like hiring people of all ages, education levels, socioeconomic backgrounds, and skill levels.
“As organizations, we need to expand our criteria for recruitment and evaluate our hiring practices to drive improvement,” Rasmussen said.
Challenge what criteria you have previously required for positions and ask yourself if that criteria is entirely necessary.
“Focus job descriptions on the skills necessary to do the job rather than an arbitrary checklist of qualifications. Not every job needs a degree,” Neve said.
As the industry evolves, more women are entering what was once a male-dominated field. Still, there can be gaps in networking and growth opportunities for women in fleet.
Beyond the workplace, industry association leadership can help by offering more ways for women to get involved.
“By continuing to build supportive networks and providing women with the tools and opportunities to thrive, we can ensure that their contributions lead to a more inclusive and innovative fleet industry,” Advanced Driver Training Services Operations Director Judie Nuskey said.
Advancing Growth Through Mentorship
Offering mentorship opportunities can also help promote pathways forward for your team.
“Connecting experienced professionals with those just entering the industry to ensure the next generation of women leaders is equipped for success,” Nuskey said.
When you offer this training and mentorship, though, it’s crucial to follow through.
“Employee Resource Groups and training are only as good as the effort put into them. Employees will quickly see what is lip service and what is genuine. Not every initiative needs to be a home run, but they all have to make a positive impact,” Neve said.
For many fleet leaders, this hands-on guidance has allowed them to get to where they are today.
“Few of us reached our current roles without guidance from influential mentors who helped pave the way,” Mike Albert Chief Operations Officer Amy Hudson said.
Rasmussen also credited her experience working with a mentor to her success.
“Early on, I had the privilege of working with a seasoned fleet professional who provided invaluable guidance and support,” Rasmussen said. “This relationship has significantly bolstered my confidence, allowed me to acquire new skills, and provided insights beyond what is taught in standard Fleet 101 training programs.”
But being a mentee isn’t the only value that comes along with these opportunities.
“Having experienced both sides of the mentorship relationship, I can attest to its value. As a mentee, I was paired with a fellow safety professional who guided me through my journey. Later, as a mentor, I had the honor of working with a rising star in her company, and I’m thrilled to watch her shape the future of our industry,” Nuskey said.
Hudson recommends finding advocates within your organization who will cheer you on as well.
“Having an internal champion within your company is extremely important; someone who advocates for you behind the scenes, ensures your ideas are heard, believes in your potential and ensures your contributions are recognized,” she said.
Promoting Collaboration in Your Workforce
If you can’t work well as a team, your organization can fail. Encouraging collaboration keeps things moving along.
“Empowering employees to have a voice in our systems, processes, and operations is a cornerstone of our approach. It’s important to me that our team leads engage with their people to find solutions together because collaboration often leads to better outcomes for everyone,” J3 Management Group Co-Owner and Chief Operations Officer Karla Jackson said.
Encouraging collaboration can also ensure the work is shared between teams.
“We don’t do our jobs in a vacuum. Workloads may not always be balanced but collaboration helps provide visibility and accountability, ensuring no one person is stuck with the lion’s share of the work,” Neve said.
To achieve this, consider starting a regular ‘chat and chew’ with your team, creating a space to gather and share new ideas with a meal or snack.
“It’s simple in nature but it’s important to develop a genuine connection between our teams and the people we service day to day,” Ellis said.
Inframark Fleet Manager Karyna Zarate has monthly one-on-one meetings with her team, with no formal agenda. This allows employees space to share what is on their mind.
Another option is a quarterly driver community call forum. This kind of platform can provide your team with permission to provide feedback as needed, or “trash talk” — as Ellis calls it — without fear of repercussions.
“I for one always feel better when I feel heard, and I help my drivers have that small level of released endorphins with this practice while collecting intel to enhance my SLAs as a department,” Ellis said.
When offering these spaces, the key is to listen.
“Listening to our team and fostering an environment where their opinions are acknowledged is non-negotiable,” Rasmussen said.
Even in leadership positions, it’s important to have an open line of communication with those above you.
“Be open and honest with your upper management. If you need help, ask. If you screw up, own it. Be forthcoming and get in front of any situation. Remember, your customer is your field team,” Farmer Bros Fleet Manager Lisa Kneggs said.
Drawing a Line Between Your Work Life and Personal Life
Many of us were taught to make major sacrifices to get to where we are today – oftentimes working late into the evening, missing events or gatherings with family.
But this can come at the expense of being a better employee.
“I wish I’d learned sooner to prioritize stepping away from work and investing time in self-care and family,” Fleet Street USA National Account Manager Debbie Struna said. “Early in my career, I equated long hours with success, but I’ve since realized that a healthy work-life balance is crucial for sustainable productivity and overall well-being.”
Maintaining an overall healthy work schedule can also lead to a better work-life balance. For CAVIS Founder Diana Holland, this required a complete overhaul to her previous work-life approach.
“One of the most critical and beneficial changes I made was eliminating unnecessary meetings and walking away from work at scheduled intervals,” Holland explained. “I created a time-pie. I am disciplined about preserving this time distribution – just as an Olympic athlete is to their training regimen. This enables me to stay out of the weeds, finish high-impact activities without getting drained, and creates brain-space for creativity.”
Zarate uses the same approach to distribute her time well. In addition to blocking out time to make sure tasks are completed, she also takes time for herself.
“Carving out time on my calendar, just for me, has really been incredibly empowering,” she said.
Creating a healthy work-life balance begins at the top. Lead by example.
Allowing flexibility for your employees can also help encourage a healthy balance on their level.
“Our PTO policy doesn’t separate sick days from vacation days — it’s all about taking the time you need, when you need it, without unnecessary restrictions,” Jackson said. “I think that flexibility makes a huge difference in reducing stress.”
When employees feel supported in balancing their personal and professional lives, they’re more likely to remain loyal, engaged, and productive.
It Starts with Leadership
Achieving a healthy workplace culture requires intentional effort, starting with leadership. And it goes beyond boosting productivity; it’s about fostering an environment where employees thrive.
Embracing inclusivity, mentorship, and collaboration will naturally lead to a healthier workforce.
When your team feels valued, supported, and empowered, they can better focus on their work, creating a workplace where both the individual and the organization thrive.
