Public Sector Fleets:
14 Traits of a Great Fleet Manager
April 28, 2008
By Mike Antich
During the past 20 years, I have had the privilege of knowing many
great fleet managers. Over the years, I’ve noticed common traits characteristics
among these public sector fleet managers. Based on my experience, here are the
14 common traits.
1. Goal-Oriented Fleet
Management: These fleet managers are goal-setters. They are goal-oriented
in all aspects of fleet management and employ metrics to continually benchmark
technician productivity, vehicle downtime, fleet utilization, maintaining
agreed-upon service levels with internal user groups, etc.
2. Focused on the Internal
Customer: They recognize that their primary goal is serving internal user
departments. These fleet managers establish a cooperative, working relationship
with all internal users associated with fleet operations and are intimately
aware (and proactive) of their needs.
3. Excellent Communication
Skills. These fleet managers have the ability to conceptualize an idea and
communicate it. They persuasively articulate their thoughts to others. They
have the respect of their management because of a strong knowledge base of the fleet
management profession, which gives them credibility when proposing new
programs.
4: Good Stewards of
Taxpayer Monies: They recognize their work improves (or could adversely
impact) the lives of thousands, in some cases, millions of constituents who
live in their jurisdictions. The reality is that most fleet managers struggle
to do an ever-increasing job with static budgets. Higher inflationary costs for
fuel, labor hours, sublet repairs, and vehicles continually impact many
cash-poor fleet operations. To meet these goals, great fleet managers are
creative in cutting costs and, somehow, someway, succeed in maintaining the
same level of service.
5. Financial Acumen:
These fleet managers know how to read and interpret a balance sheet, as well as
how to turn a wrench. Today, financial management is emphasized more than ever
before, and it is further changing the nature of the public sector fleet
management profession away from managing assets and toward managing services.
6. Adaptable to Change:
The fleet manager role has been changing over the past 20 years as many
governmental entities continue to reassess how they provide fleet management
and other support services to internal customer groups. Good fleet managers
adapt to change. Great fleet managers thrive with change.
7. Team Builder: These
fleet managers are great leaders who have developed great management teams.
They delegate responsibility to their team and empower them to accomplish tasks.
8. Lifelong Learners: Great
fleet managers never stop learning. They regularly attend fleet management
seminars and conferences to keep pace with best practices. All are active
members in industry associations. Plus, they have incentive programs in place
to encourage technicians to attain ASE certifications.
9. Passion: Fleet
managers who have passion about their work inspire others to take on new challenges.
They have the ability to light the “fire in the bellies” of their staff.
10. Decision-Making Skills:
They have learned to become intelligent decision-makers and are decisive in
their determinations. They involve their teams to help make these decisions.
11: Operate Under Service
Level Agreements: Fleet managers manage assets, but increasingly, they are
in the business of managing services. Great fleet managers implement service
level agreements to specify service quality and cost. These service level agreements
are “living documents,” continually updated through ongoing customer meetings.
12: Environmentally
Responsible: Government fleets are targeted for new regulations despite the
cost and implementation. Environmental protection laws and OSHA regulations
have added complexity to operating in-house maintenance facilities. Great fleet
managers don’t grumble; they know it is the right thing to do.
13. Professionalism:
They always conduct themselves in a professional manner, both inside and outside
their fleet operation. It is rare to hear negative comments from these fleet
managers. They invariably have a “can do” attitude and disposition.
14. Results Orientation: Great
fleet managers are committed to achieving results and govern their operations
with these results in mind. It is this results orientation that pushes a great
fleet manager to be creative in addressing daunting challenges.
Continually Impressed
Great fleet managers implement innovative initiatives to drive
cost out of their fleet operations and establish metrics to monitor
performance. These exemplary fleet managers rise above the level of simply
managing day-to-day work. They are proactive and anticipate changes in their
user department needs.
I am continually impressed by the caliber of public sector fleet
managers. Incredibly, the achievements of these fleet managers often are not
recognized by higher-ups. With this in mind, we created the Public Sector Fleet
Manager of the Year Award.
Not only am I amazed by the caliber of talent, but also by the
huge number of great fleet managers
working in public sector. I am awed by what you are able to accomplish for the
benefit of taxpayers with limited resources.
Let me know if you agree.
mike.antich@bobit.com