Pick up a copy of the book titled "The Secret" What great leaders know and do. The authors are Ken Blanchard and Mark Miller. If you read and impliment some or all of the suggestions in this book, I believe you will have great success. I know I did.

Steve- Since you personalized this post, I am responding as I was initially reluctant to broach what does not lend itself to one liner sound bite epithets. Let me preface comments by saying that motivation and leadership take tact, diplomacy, time, patience and consistency. I would first suggest leadership training for supervisors so they have the skills or at least the methodologies that are likely to glean results from 'best practices'. Second, I would institute a viable Labor Management Committee (LMC) which can be trained and encouraged to provide suggestions, feedback and driver initiated projects to upgrade morale and teamwork (newsletters, collaboration with social club(s), etc.) Subcommittees can spread the base for support at each yard (we have 5 yards and over 1300 drivers so we use several sub-committees). The point here really is that you have to show caring and encouragement in several ways. This year we added to our driver training by hiring a consultant to address student handling psychologies and practices. We worked with HR collaboratively to improve recruitment and have worked with other departments so that instead of hiring temp contractors during the summer, they hire our drivers as temps. Well, we have a lot of things going on that are exciting and I think I will leave some of those for a full article that SBF may wish to pursue. I hope these comments provide some ideas (BTW- we provide sharp uniforms for our drivers and neat new smocks for our Bus Aides). Pay and benefits are good too. So, once you make them happier, send them to us :) (just kidding) :). Regards, Doug

A question, Do you have an evaluation process?
Within this process, do you have an opportunity for the employee to voice one on one to you why they feel the way they do?

Without knowing the group, I wonder how they act with each other. I'm leaning towards thinking they could use some sensitivity and team building training or even civil rights type training.

Simplistic exercise. In a group meeting give everyone a blank sheet of paper. Have them stand with the paper in front of them and close their eyes. Tell them to keep their eyes closed and fold their piece of paper in half. Then have them fold it in half again. Then tell them to tear out the top right corner. Have them open their eyes and hold up their paper. You will see several different "snowflakes". The object is that you gave the same instructions to everyone, however, they were interpreted differently.

Try it and let me know what happens.

Nathan Rowen
Director of Transportation and Distribution Services
Lansing School District
Lansing, MI

Well I hear him I been a driver for 20 years a coach for 3 our new supervisor does things like this most drivers like it but there will always be a few you couldn't please if you tryed so I think he should keep trying and the ones who are not happy ask them directly why A few things he has done is given us agendas to use Hats and most of our meeting always include lunch and one one time we had a breakfast meeting which was great I work for School District # 15 New Brunswick Canada

I am not a supervisor; I am a driver. The driver atmosphere or climate in our workplace is trustful in doing the jobs that have been assigned. The drivers are, for the most part, concerned about each other, but especially for the children they drive. The drivers are as fair as they know to be when interacting with their supervisors, the school officials, the children, etc. I think these qualities are characteristics of professional behavior.
My supervisors have been in their positions for over 30 years and I credit their honesty, unpretentiousness, and down-to-earth "people skills" (listening, empathy-not sympathy, objectiveness, and responsiveness. These seeds were dropped many years ago and took time to grow into the good morale that is present today. There are problems, of course, and some of these are serious. But these problems have not permeated the employee well to poison it. Ours is a large school district. During our social gatherings (picnics, breakfasts, etc), the Superintendent and the Assistant Superintendent attend the events and speak a few words to the drivers; and although it appears it makes no difference if they're there or not there, it does have an impact because their presence alone communicates support and nourishes morale.
I strongly believe the affects of leadership flows downward onto the people they serve, and that downward flow strongly influences attitudes, then atmosphere, and ultimately behaviors.
If she hasnt' already, this frustrated supervisor probably needs to confide this employee morale problem (that she's inherited when she assumed her position) to her superiors in a hope to rally all out support. I believe the key is persistence and determination in whatever motivational program is implemented or appreciation measure taken. This must be done as a team so the supervisor
will have the support/encouragement/backing/strength she needs so these seeds of good morale will take and grow.

This sounds like our dept. a few years ago! I was so frustrated, going to Supervisor training, reading the books, talking with other supervisors, using various motivational techniques, etc. I kept beating myself up over it, wondering what I was doing wrong. I tried so hard to correct the problem that I began to notice that the main persons feeding the depressed atmosphere were enjoying watching me "jump through the hoops". I finally understood that I must cull out the problem. With the driver shortage, I was nervous about this but I knew that I had to make a choice. Once these staff were gone, I began seeing a positive change in the dept. At first the staff were nervous, wondering what would happen next but then many staff shared with me that they had been afraid of standing up to the trouble makers but now they not only felt relief but were happy to come to work. They even gladly covered the open routes left by the departed staff.
We still have the occasional issue but I nip it immediately before it can get out of control.
Attendance is up and the department is much happier as a whole.

We train our school bus drivers to be professional, we pay our school bus drivers a superior wage (with benefits), we expect our drivers to be professional. You will never get everyone to love each other, maybe even like each other - but we can expect, demand, that they treat all fellow employees as a professional.

Observe your group again, find one driver, maybe two with the most upbeat attitudes, call them in one-on-one. Tell them what your vision is for the organization, the positive things you want to accomplish for THEM, plant the seed, ask for their thoughts. Then wait a bit, keep observing, then act. You keep doing, don't be discouraged, watch...the seed will grow!!

This sounds very familiar to me! I feel for you.

About 5 years ago I began working for a small privately owned school bus company. My predecessor had been here for more than 30 years. Needless to say, my arrival meant fresh ideas and change. Although this was great for most of our team, there were a few senior drivers and a trainer who really didn't appreciate these changes. I, like you, thought recognition and appreciation would go a long way. And, like you, I was met with negativity, resistence and what I like to call coffee clutches - ungrateful people standing around complaining and gossiping. I was completely floored. I spent my personal time, and sometimes money, to do what I really thought was something good for the drivers and our team.

I do believe that you need to provide training and listen to drivers' suggestions, issues, etc. But as a supervisor, you need to demonstrate to the positive team members that you are in control of the team and it's direction and if those people who are causing the damage can't or won't get on board, that may mean those individuals must leave the team. Their presence is completely detrimental to the overall productivity of the team. And, allowing their behavior to continue sends the wrong message to the rest of the team who wants to be productive and does appreciate all that you are doing for them. In addition, you may lose the team's trust in you as their supervisor.

I can honestly say that once I terminated my negative drivers, the team as a whole was much healthier and happier. Even those that were on the rim of the "coffee-clutch" received the message that this behavior and attitude would not be tolerated. But, having said all of this, it may be easier for a private company to make this kind of a change than it would be for a unionized agency.

Big lesson learned for me is to stop this behavior immediately before it contaminates the rest of the team!

Remember: Being a great driver is not just about technical skills and safe driving, it's also about being able to be a productive, positive contributor to the team. Bad attitudes are not only a reflection on the indiviual but on the team as a whole.

Best of luck to you!

Shelley

LTR--Listening, Trust, Response. Listen to the drivers, no matter how small the problem. Maintain an open door policy if possible. Trust your employees with thier jobs until they give you a reason not to trust them, then deal with it. Respond to all of their concerns, no matter how small, you may not be able to do anything but say no, but no is an answer. Not likable but sometimes necessary. I also involve my staff with some decisions, even if I know where we are headed. I think it's important to hear their standpoint. Sometimes they do say things that I didn't think of at the time! I am blessed with a good group of drivers. They go to breakfast together, cook breakfast on a hot plate in the drivers room, and joke constantly. They work well together.

This is a familiar situation

The biggest thing that needs to be done is to change the existing driver culture with one that is positive and encouraging. This is very difficult but can be done. One way to accomplish this is by finding a driver who agrees with your ideas and is willing to help talk to the other drivers. Remember it will take some time, but if you can be there for your drivers and show them that you actually care for them it will work. The most important thing to remember is to "NOT GIVE UP".

I have been a driver for 8 years now. We are on our 5th manager in that amount of time. I have seen so much tension and anger from other drivers yet management does not want to hear from anyone regarding these problems. They let these things go on like they don't see it. They play favorites openly. In the past I have tried to help keep the communication and the peace only to be shot down for my ideas. After helping new drivers every year with no thank you, I too would like to know how to deal with problem because I love driving a bus and seeing all the children including my own. The most important thing I think that would help is to have communication, like a suggestion box and review it monthly and a small group of people willing to help conquer the problems. If they have more input the group as a whole might be able to fix some of the issues.

WOW... I could have written the e-mail that Steve recieved. I was a driver for 28 years before I became the "supervisor". I thought I knew just what to do to keep everyone happy.. WRONG..We have a very small group of drivers. All it takes is one negative, driver to get everyone all riled up and next thing you know, everyone is mad at everyone else and acting like Jr. High School kids... I have just finished doing an 8 hour "inservice" training. Attitude Matters. A really great movie and trainee work book. I ordered the books and movie from PTSI .. I'll let you know if it worked !!! I do appreciate reading some of the others suggestions. I am willing to try anything. I miss the days when the drivers all got along and even saw each other socially. Aaaahhh the good ol days !!!!

When I first took over the transportation division 10 years ago, we had a terrible morale problem. I made the mistake of promoting a driver to a supervisor position, hoping that he would be able to bring forward driver concerns and help drivers understand management concerns. Instead, he was unable to do either. I think it is possible to promote and find the right combination, but it isn't always a good choice. When I took over the direct supervision of the drivers and used some of the drivers as trainers (since they are the experts), morale began to improve. Through the years, some of those trainers have become supervisors and have done a good job. The trainers have the same commitments to safety and customer service that management has, so this makes a good fit. I find it takes quite a bit of support during the first 2 years and then occasional intense support when a difficult employment issue comes up, but they have worked out well. Morale is good. The drivers say they like coming into the office to visit before and after route and often bring pictures of the new grand child etc to share. The worst comment I have heard recently was that I was "too fair". I can live with that.

This is a great subject matter that we are discussing. Bad employee morale can easily infest and multiply within any business setting and finding the solutions of how to correct that problem isn't always an easy thing to do. What might work at one facility, might not work at another. All of these suggestions all are very helpful because I am just begininning my journey into management and appreciate reading the many suggestions all of you have contributed thus far.

However, a few of you have stated that you have weeded out the bad apples of your groups and have dismissed them from your employment. This sounds like a perfect solution in a perfect world - but this process confuses me and poses a problem that I am not sure how you avoided.

How can we, as managment, actually do this? How can we dismiss these trouble makers from our work family and avoid being charged with unfair labor practices and avoid being sued by them in the process? What if their only chargable "problem" is a bad attitude but their work history is squeaky clean? Or do these trouble makers, in general, also seem to be the ones who break the company rules and/or laws because of their defiant attitudes? If so, is that what you "got" them on and was that the basis to their dismissals? In other words - did they have enough rope to hang themselves?

I'm just curious...can a few of you please comment on this. Thank you.

Driver attitude is always going to be a problem if you employ more than 1 person. My district employs about 400 drivers (of which I am not one of).
The Problem: is that no matter the number of employees, you have an equal number of personalities to have to deal with, and getting a negative response to a problem is very frustrating. Of course pleasing everyone is impossible also.
Possible solution is to treat drivers as professionals other than just employees. What I am speaking about is remembering when managers were driving, and have compassion for student disruption and the dangers it imposes. Taking eyes and attention off the road (everyone talking about cell phones), but students alone cause safety concerns by not being disciplined for breaking student safety rules while riding on the bus.
Drivers take on a tremendous responsibility transporting children. One analogy I used is that "if we were hauling produce and bruise it, no one would buy it, but bruise a child, you get lawsuits."
What I am saying is that both parties need to think about what the opposite party is facing (look at the box from the outside looking in).
I mean this for both drivers and managers.

Having been in the supervisors position a few years back, I can understand the frustration.

First, let me commend the new Supervisor for attempting to improve morale and build a cohesive "team." What has to be understood, however, is that change can't happen overnight. Those who have a negative personality or disposition need to go. By bringing in new employees, you can create the environment you like. I know it can be difficult to get rid of the "dead wood" but it's vital. One complainer can bring down the morale of an entire organization. A perfect example of this was the volunteer fire department I used to be affiliated with. The younger members of the department were very eager to make changes, improve things, and had the energy of youth. Unfortunately, the "old timers" tended to squash all new initiatives or bad-mouth the younger members until they lost interest or adopted a more negative mindset as well. Today, the old timers are gone, but their bad attitudes live on in those they infected.

One good starting place to make improvements (besides the appreciation day and awards) would be to conduct a job satisfaction survey. Get the opinions of the drivers to see their points of view. Take a look at the routes and compensation, and see whether some are receiving preferential routes (a big problem when I was in the drivers seat).

Another thing we did to add an aire of professionalism was to mandate uniforms for the drivers, or at least jeans and a uniform shirt. I started treating the drivers like the professionals they were, we pushed for and received a progressive salary system that compensated drivers based on meeting performance goals including maintaining clean driving records, performance of administrative duties, etc. We also had the drivers wash the busses at least once per week. It's amazing how a clean vehicle, clean uniform and good compensation can improve morale. Next, we begain a new initiative where we offered sign-on bonuses to new drivers, but only hired experienced drivers. We made ourselves the "elite" school transportation contractor, that people wanted to work for. Finally, everyone who was promoted to Supervisor or Manager had to attend classes on the art of negotiation and general business management principles.

Not everyone was on board with these changes when I strove to implement them, but eventually it paid off. I'm no longer with that transportation company, but work for a consulting firm, helping improve transportation systems.

Best of luck!
Scott

Kathy,

I didn't read your post before I sent my previous response. Yes, it can be difficult to get rid of these people. How we handled it was, with the performance based compensation plan we initiated, we had each employee sign a new employeement agreement acknowledging our policies and procedures. Basically, we documented everything. Every instance of insubordination, every parent or student complaint, every coworker complaint as well as the performance reviews, which we performed every 6 months. During the reviews, we would give "areas of accomplishment," "areas for growth and development" and "areas needing immediate improvement." They understood that they had 6 months to improve the "Imediate Improvement" areas. If problems persisted, they were gone. One thing we quickly realized was that those with the worst attitude were the worst offenders in other areas. They hated being responsible for the cleanliness of their busses, they really disliked being held to a perfomance standard and typically didn't take direction well (hence insubordination).

Hope this helps.
Cheers!
Scott