It’s more about people than you think

Fleet management should be the basis of all business management university courses, covering as it does, just about every aspect of managing a business.

Perhaps most critically, fleet management requires an ability to handle people. And that’s all sorts of people, so required reading for the topic should be that seller’s handbook, How to Win Friends and Influence People.

First, a specialist in the field of fleet management must be able to relate to those in management.

You have to be able to see the big picture of what your organisation is looking for and you have to be able to put yourself into a management ‘suit’, putting the company’s best interests first – at least for those meetings where you are trying to pitch for an essential FM tool, because that’s the ONLY way you are going to get that tool, be it better signage, a telematics solution, more efficient and fit-for-purpose fleet, a new fit-out set-up or whatever.

And just because you have scored some concessions as far as upper-level management is concerned, don’t be resting on the laurels of your success, because you’ve now got to get out of your management suit and get into the overalls of your team at the coalface.

See, most organisations still have that 1960’s ‘us and them’ mentality or worker vs management inherent culture clash – despite protestations to the contrary regarding the ‘one big happy family’ dynamic most businesses use to describe themselves. Funny how that always comes from management, isn’t it?

Now, the fleet manager must move like liquid between those who work and those who pay workers and with luck, you can convince both that you are working with their best interests at heart. Align yourself with one or the other, and it’s not going to be a happy little ship.

And that leads into the comment of ‘Yes, but I have to be responsible for everything’, which is very true and the forlorn cry of the fleet manager who has suddenly realised there is more to this role than was first expected.

So, the second key to effective fleet management – after establishing your bona fides with all your colleagues above and below you – is the art of delegation.

Now, this does not mean divesting yourself of every aspect of the role and handing it off to outsiders. No, you first identify the areas of key strengths which you have, put those in a little box and keep them to yourself.

This may be in the areas of vehicle selection, technical solutions, taxation, management, legal compliance, psychology, logistics, maintenance, purchasing, contract negotiation, budgeting, health and safety, scheduling, training, policy generation, employee relationships or even just internal systems development. There are probably other areas which we may not have covered, but these are all part and parcel of a fleet management role.

But, to circle back, you do not want to give away whatever vital asset you have which endeared you to the company in the first place.

The next step is to identify the areas you are weakest in, then outsource those and don’t pick the first supplier you see. Ask around, do some research.

If you don’t get the right outsourcee the first time, there’ll be another one just waiting in the wings.

These two ‘golden rules’: integrate yourself into all levels of your organisation – without being the brown nose or guy with the suit under the overalls – and mastering the art of smart delegation, form a solid base for good fleet management.

Good fleet management maximises efficiency, improves safety and increases productivity and after the initial relationships have been put in place, the next objective is to amass data and information needed to effect positive changes to the fleet and therefore, the organisation’s bottom line.