It occurred to me that quite a lot of the negativity surrounding Saia, particularly on this forum, circles back to the leadership at the individual terminals. For me, that's squarely on the shoulders of the TM. I'm wondering...what are the qualifications that make a good TM? It seems like the TM job is like a revolving door some places. What are the root causes for replacement/termination?
SAIA | What does it take to be a TM?
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RIPDavey28
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Three aspects I think of right off the top is 1) Don’t rule with an iron fist, I get it and respect your authority position, respect my qualities as a pro driver and a man and I’ll work With you. 2) Listen and take advice, it maybe something we all could benefit from 3) Stand up for your drivers even if it isn’t popular at the top and respect will be mutual.
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The biggest problem for a TM is their terminal's numbers ....If your quarterly numbers are consistently low you are replaced.
If a terminal has great numbers it will camouflage an awful TM.
This is what a TM should do
* Do right by your customers. (Pu & Deliver Damage free)
* Treat all your employees with respect. (Not just the chosen few)
* Do what is in the best interest for Saia as a company. (Not what is best for your numbers)
If a terminal has great numbers it will camouflage an awful TM.
This is what a TM should do
* Do right by your customers. (Pu & Deliver Damage free)
* Treat all your employees with respect. (Not just the chosen few)
* Do what is in the best interest for Saia as a company. (Not what is best for your numbers)
LTLIndentured
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It takes being able to say “yes sir” “I’ll get it done” multiple times per day
Our terminal numbers (Abf) sucked for the last 6 years & he’s still hear, probably get a promotion....
tired & hungry
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we have lost more city drivers in the last few months one had over 10 years in not many want to work here anymore.
RIPDavey28
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I have suggested in the past to the company that we need a suggestion box, something that is anonymous. Yes you’ll get a lot of crap but you’ll also get some helpful ideas.
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I said that same thing to my TM / Regional safety person a couple of years ago at a quarterly meeting, you would have thought I called them a bad name with the look on their face.
Definitely not a culture that appreciates suggestions from “the help.” Too bad really. I think drivers and dock are a great resource that is overlooked.
RIPDavey28
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Yep, haven’t asked or answered a question since. Now they get crickets.
In management’s eyes, assuming a former would even get that promotion, a former driver would not do well in that job due to actually knowing how things work and what it takes to get a job done. Only those who spew the company propaganda at all times no matter how nonsensical need apply.
Anyone who’s paid to do a job and sucks at it deserves the boot, not respect. No matter what their skin tone.
I can't think of (one) single thing that a truck driver doesn't know something about, or how to make it better.
As for spewing propaganda, who does it better?
Can you name one?
Example....
“Business of minutes”....”X number of stops per hour”.... “Out of the yard in 20 minutes”...
But Mr. Pinhead, what about these sort and segregates and beauty supply stores that will take at least an hour each??
“Uh...um... uh..... See above”.
RIPDavey28
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Micromanaging:
Because a pattern of micromanagement suggests to employees that a manager does not trust their work or judgment, it is a major factor in triggering employee disengagement, often to the point of promoting a dysfunctional and hostile work environment in which one or more managers, or even management generally, are labeled "control freaks."Severe forms of micromanagement can completely eliminate trust, stifle opportunities for learning and development of interpersonal skills, and even provoke anti-social behavior. Finally, the detrimental effects of micromanagement can extend beyond the company itself, especially when the behavior becomes severe enough to force out skilled employees valuable to competitors. Most harmfully to the company, forced-out employees, especially those whose advanced skills have made them attractive to other companies and gained them immediate respect, may have few reservations about speaking frankly when answering questions about why they changed employers; they may even deliberately badmouth their former employer. The resulting damage to the company's reputation may create or increase insecurity among management, prompting further micromanagement among managers who use it to cope with insecurity; such a feedback effect creates and perpetuates a vicious cycle.
Because a pattern of micromanagement suggests to employees that a manager does not trust their work or judgment, it is a major factor in triggering employee disengagement, often to the point of promoting a dysfunctional and hostile work environment in which one or more managers, or even management generally, are labeled "control freaks."Severe forms of micromanagement can completely eliminate trust, stifle opportunities for learning and development of interpersonal skills, and even provoke anti-social behavior. Finally, the detrimental effects of micromanagement can extend beyond the company itself, especially when the behavior becomes severe enough to force out skilled employees valuable to competitors. Most harmfully to the company, forced-out employees, especially those whose advanced skills have made them attractive to other companies and gained them immediate respect, may have few reservations about speaking frankly when answering questions about why they changed employers; they may even deliberately badmouth their former employer. The resulting damage to the company's reputation may create or increase insecurity among management, prompting further micromanagement among managers who use it to cope with insecurity; such a feedback effect creates and perpetuates a vicious cycle.