It is a fact that the fleet manager is gaining more and more visibility in companies and in the corporate universe as a whole. And no less. The fleet sector grows on a large scale and has a direct impact on the profitability, safety, indexes and results of organizations. The responsibilities are many and it is necessary to have good professionals at the head of the sector. Therefore, the question that arises is: after all, what is the profile of a successful fleet manager? The answer is not objective. There is no exact booklet, a ready-made recipe to guarantee the success of the fleet manager. It is necessary to gather a series of skills and always seek to improve them. It's not always easy, but as the American actor Tom Hanks so well pointed out, “if it wasn't difficult, anyone would do it. The difficulty is what makes everything amazing.” Although there is no exact answer, some skills and characteristics are essential for anyone who wants to work in the area or already holds the position of fleet manager. We've collected a few. Let's go?
The successful manager goes far beyond the operational
In addition to managing a fleet of vehicles and needing to exercise good operational control, the manager leads a team. So, to succeed in the area, you also need to know how to deal with people. The good professional is the one who is not limited to acting only as a fleet operator, being a true manager. Operational issues are of paramount importance, but it is necessary to go further. The activity is always connected to other areas of the company, depending on them to do a good job. It is necessary to move easily between different areas such as the legal department, purchasing and human resources. Therefore, good interpersonal skills, communication skills and versatility are skills that differentiate a successful manager. It does not stop there. Its actions must be guided by the social, economic and environmental tripod, taking into account its impact on people, the planet and the company's profits. By respecting these dimensions, the fleet manager starts to deliver results with value.
Strategic thinking is key to success
The manager who generates value becomes increasingly strategic, which also characterizes good management. Strategic thinking is a must-have skill. One should try to predict future scenarios, create plans and strategies so as not to be surprised by adversity. A factor that is no longer a differential, but a reality in the exercise of the function of fleet manager, and that must be in the strategic plan, is corporate mobility. The successful professional masterfully explores this possibility, understanding how much it expands the team's performance, making it more connected, dynamic and tuned in. Therefore, it provides tools and environments to facilitate the use of mobile devices in a safe and efficient way, so that corporate activities are optimized and achieve more results. Strategies are defined to incorporate this practice in a broad and organized way.
Fleet and life management
A strong point of the management activity is that, with the technologies and processes currently available on the market, the fleet manager is able to present measurable and tangible results (number of accidents, fines, incidents, fuel costs, etc.). Technological tools are the “right arm” of large fleet managers. From them, he can visualize the management as a whole and, with that, manage and organize the strategic and operational processes, optimizing time and resources, in addition to guaranteeing safety. A strong point of a successful fleet manager, without a doubt, is, above all, ensuring the safety of his team. He is the one who can be considered a life manager. It is articulated on a daily basis: it uses technological tools, provides recycling and training courses, does not dispense with feedback and guidance, seeks to raise the team's awareness of the role played. The life manager strives for the practice of responsible and safe driving to be taken beyond the corporate environment. With the great responsibilities he has, the manager still needs to have “hands on” to deal with any conflicts, in addition to the ability to live with pressure and demands.
Who is the current fleet manager?
Finally, in terms of curiosity and knowledge, we will present the general profile of current fleet managers, according to the Fleet Managers Program (PGF), from Instituto Parar. About 65% of the managers have completed graduation and almost 20% are post-graduated. A small portion comes from Technical Education. Often, before occupying the position of fleet manager, the professional was already working in other sectors of the same company. In many cases, they do not just exercise the function of fleet manager, being managers, executives, analysts, assistants, supervisors, among others. The vast majority of managers are still men. According to the PGF, only 25% are women. But, whatever your company, gender and background, tell us which skills and characteristics, in your opinion, are the most important of a successful fleet manager. We want to know!
