Ray Haight is second-generation trucker; his parents ran a small four truck fleet operation, which worked for a local shipper into the U.S. market. Ray Haight was a driver and Owner Operator for 10 years logging over one million accident free miles prior to starting his own company, which serviced long haul lanes with both dry van and refrigerated equipment. In 1984 he started Southwestern Express Inc. based in London Ontario, which grew into a successful dry van and refrigerated 50-truck fleet. In 1990 MacKinnon Transport Ltd. was brought in as a partner and Southwestern Express moved from London to Guelph Ontario; in January of 2000 MacKinnon Transport Ltd. and Southwestern Express Inc. were amalgamated. Ray held the Position of President and COO until May of 2005; at that time MacKinnon Transport Inc. was a 275-truck fleet, warehousing and Logistics Company. Currently, he resides in Lambeth, Ontario where in addition to being Retention Coach at Truckload Carriers Association and co-founder of TCA inGauge carrier benchmarking platform he also finds time to lend his energies to many transportation industries related associations. Personal, Professional and Corporate Accolades: • Past Chairman of the Truckload Carriers Association • Past Chairman of the PTDI Professional Truck Drivers Institute • Past Chairman of NATMI North American Training and Management Institute • Past Chairman of the Industry Committee for Apprenticeship; Commercial Tractor Trailer Driver appointed by The Ontario Ministry of Training Colleges and Universities • Past Chairman of the Recruitment and Retention Human Relations Committee of the Truckload Carriers Association • Alumni of the UWO’s Ivey School of Business’s Quantum Shift Program • Winning team member of the Top 50 Best Managed companies of Canada for 2002, 2003, 2004, 2005, 2006, and 2007. • Winning team member of the Shipper’s Choice award for 2003, 2004, 2005, 2006 and 2007 • Winning team member of the Truckload Carriers Associations National Fleet Safety Award for 1999, 2001, and 2003. • Winning team member of the Over the Road Retention Award for 2003 • Winner of the Lee Crittenden Award for service and dedication to the Professional Truck Drivers Institute • Co-Founder StakUp Inc, an online transportation benchmarking service and the operating platform for the Truckload Carriers Association’s Profitability Program operating as TCAinGauge. • Creator of the Driver Retention Project Plan, a focused educational series that has resulted in reduced driver turnover in many fleets in the trucking industry. • Currently holds the position of Carrier Retention Coach an intracule part of Truckload Carriers Association’s Profitability Program

Over the last couple of years, I have talked to many trucking industry colleagues and have been fortunate enough to play a business coach’s role to a number of leaders. For me, and not to oversimplify the process, these folks all fall into one of two categories: bosses or leaders. Determining which is necessary as it dictates my approach to our future discussions. One way of finding out is simply to ask for an organizational chart. The conclusions revealed are influenced by the size of the business and through experience gained over the years. A boss will have far more lines coming off their names than a leader. The one to watch out for is an organizational chart that appears to be a leader, but in reality, the boss’s instinct is to be a fixer, and they will circumvent their senior managers’ authority and go right around them to get at the issue. Bosses just can’t help themselves and will continually circumvent the managers’ authority and minimize their roles. This is usually not a productive environment for anyone working under this type of structure.

Definition: A boss is an individual who believes that the success of every effort in their business needs their direction and stamp of approval for it to be successful. They may require input from others, but rarely and when they do, it is usually taken in a cursory manner, and often it is asked only to support a decision they have already made. They determine their self-worth by the direction they give others. They look at themselves as THE problem solvers in the business and beware to any individual below them that were to make a decision on their own, successful or not, to move ahead without approval can be disastrous for the individual. Usually, these folks are not malicious in any way. They may have just not been exposed to anything that might vary from their version of what they see as leadership. I believe that most people’s natural inclination would be to be a boss, to take charge and get ‘er done!

When facing these individuals, my approach begins with trying to open them  to the value that others will bring to the table if they’re allowed. A leader looks at the organization from a different paradigm; they see their people as the key to success, not the obstacles to success. The difference leads to a workforce who checks their brains at the door and follows as best they can the role they were hired to do. I say as best they can because many companies run by bosses do not even have detailed role descriptions for their employees. The leader’s workforce not only gets a detailed role description; they are encouraged to think outside the box, express ideas, and challenge the norm.

Definition: A Leader is an individual who sees delegation as their best friend. Leaders think long term whereas bosses think short term, leaders put people first where bosses put results first. Leaders understand that they must dedicate a significant amount of time working on their business, where a boss spends almost all of their time working in the business. In other words, leaders think and act strategically instead of spending all of their time bouncing between putting out fires that happen regularly. A leader will surround themselves with competent senior managers and then allow them to take action and manage with a considerable measure of autonomy to get the most out of their staff, coaching and encouraging the best from them while supporting their development. I have seen some relatively large companies, ran by bosses, work very hard at trying to attract bright young minds into their companies only to lose them in short order. These new folks become frustrated very quickly if they are in an environment that does not allow them the autonomy to try new things and to learn. Being restrained from coloring outside the lines will have them looking at new opportunities as soon as they perceive a roadblock to advancement by a boss.

I was a boss for too many years, and it almost cost me everything I had. I believe I came by it honestly. Coming directly out of the driver’s seat into running a small trucking company left me no knowledge of the difference between the two leadership styles. Through executive coaching and a ferocious appetite to read business books and biographies about successful leaders, I began to distance myself from the boss role into a leadership role.

It might sound cliché,’ but it began to become fun again when it started to be about the people rather than about me. It also began to be much more profitable. Suddenly, there was a real thrill in challenging people to take on new projects, giving them the tools to be successful and watching them as they gained confidence and looked for the next project to tackle. We posted every new job that came up to everyone in the company before we went outside our business, including our driving force. Every department had a budget for its people’s education, and they were encouraged to spend it.

My mantra to my senior managers was to work towards making themselves obsolete. Their objective was to mold their department and their people into becoming self-sustaining. They were told to become coaches to their people, with the underlying principle being to ask what obstacles can I remove for you to become more efficient at your job. I was not impressed with managers who might spend an excessive amount of time in the office. This behavior meant they had no balance in their lives or could not coach and support their staff to become a high-functioning team.

I felt successful when I was able to walk through our office and see clusters of people standing in group kibitzing, laughing, and having a good time. I could do this because I knew they were dedicated, knowledgeable people who were in line with what our company was trying to achieve. A boss could never do this; they would have nightmares over the loss of control this would represent.

Happy New Year and Safe Trucking.

Regards,

Rjh

 

Ray Haight is second-generation trucker; his parents ran a small four truck fleet operation, which worked for a local shipper into the U.S. market. Ray Haight was a driver and Owner Operator for 10 years logging over one million accident free miles prior to starting his own company, which serviced long haul lanes with both dry van and refrigerated equipment. In 1984 he started Southwestern Express Inc. based in London Ontario, which grew into a successful dry van and refrigerated 50-truck fleet. In 1990 MacKinnon Transport Ltd. was brought in as a partner and Southwestern Express moved from London to Guelph Ontario; in January of 2000 MacKinnon Transport Ltd. and Southwestern Express Inc. were amalgamated. Ray held the Position of President and COO until May of 2005; at that time MacKinnon Transport Inc. was a 275-truck fleet, warehousing and Logistics Company. Currently, he resides in Lambeth, Ontario where in addition to being Retention Coach at Truckload Carriers Association and co-founder of TCA inGauge carrier benchmarking platform he also finds time to lend his energies to many transportation industries related associations. Personal, Professional and Corporate Accolades: • Past Chairman of the Truckload Carriers Association • Past Chairman of the PTDI Professional Truck Drivers Institute • Past Chairman of NATMI North American Training and Management Institute • Past Chairman of the Industry Committee for Apprenticeship; Commercial Tractor Trailer Driver appointed by The Ontario Ministry of Training Colleges and Universities • Past Chairman of the Recruitment and Retention Human Relations Committee of the Truckload Carriers Association • Alumni of the UWO’s Ivey School of Business’s Quantum Shift Program • Winning team member of the Top 50 Best Managed companies of Canada for 2002, 2003, 2004, 2005, 2006, and 2007. • Winning team member of the Shipper’s Choice award for 2003, 2004, 2005, 2006 and 2007 • Winning team member of the Truckload Carriers Associations National Fleet Safety Award for 1999, 2001, and 2003. • Winning team member of the Over the Road Retention Award for 2003 • Winner of the Lee Crittenden Award for service and dedication to the Professional Truck Drivers Institute • Co-Founder StakUp Inc, an online transportation benchmarking service and the operating platform for the Truckload Carriers Association’s Profitability Program operating as TCAinGauge. • Creator of the Driver Retention Project Plan, a focused educational series that has resulted in reduced driver turnover in many fleets in the trucking industry. • Currently holds the position of Carrier Retention Coach an intracule part of Truckload Carriers Association’s Profitability Program