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OPEN ROAD Q3

We Care 24/7 Great

We Care 24/7 Great West’s Collision and Repair Express The Great West C.A.R.E. SM program. You might wonder why we picked that name. Simple. Care is what we do, and care is what you get with Great West Casualty Company. Let’s say you experience a breakdown or a collision in an unfamiliar area. How do you pick a local repair shop you can trust to do the job quickly, and do it right? That’s where we can help. We have approved lists of quality repair shops and have local adjusters wherever you need assistance. We’ll help you choose the right shop so you can be back on the road in no time. Plus, any time, day or night, you can talk to a real, live person who’ll give you the answers you need. GREAT WEST CASUALTY COMPANY – Because no matter where you are, we’re with you every step of the way. 800-228-8053 gwccnet.com Not available in all states. All policy terms, conditions, definitions, and exclusions apply to this coverage. Please see your agent for exact provisions. Breazeale, Sachse & Wilson, L.L.P. is an active member of LMTA and the American Trucking Associations. 10 ❘ Open Road Q3 2016

you have actionable metrics that consistently promote the right behaviors: 1. As you develop or refine your key operating metrics, consider the side effects up front. For example, if you design a metric to increase production, will that metric inadvertently incentivize team members to cut corners and compromise quality? If so, your metric is not necessarily wrong. It is important that you build safeguards into the metric that protect against the potentially unwanted side effect. By Brian L. Fielkow President, Jetco Delivery, Inc. I had the privilege to present “Leading People Safely” last month at the LMTA annual meeting in Alabama. For me, the most rewarding part of making the presentation is the ability to interact with attendees, allowing us to share common experiences and determine which themes resonate the loudest. At LMTA, it was easy to define that theme: we are drowning in a sea of spreadsheets. It’s data overload. That said, we can’t allow our metrics to manage us. Instead, we must define the most important metrics. In my view, critical metrics are those which allow us to build a culture of prevention—metrics which are predictive. In order to create a vibrant safety culture, we must shift our focus to the unsafe decisions, conditions and behaviors that ultimately cause accidents, rather than simply the accidents themselves. If we’re looking at only the accident, we’re too late. That said, we must focus on the leading indicators: those factors we consider to predict future outcomes. Only examining lagging indicators means we’re looking in the rear-view mirror and cleaning up the mess. Our metrics must help us stay in front of the issues and prepare for them before they arise. Our challenge as business leaders is to weave the right metrics into to our corporate DNA. When determining the right metrics, it is important to focus on behavior; it’s the only way you will truly raise the bar on safety. So many times I see the emphasis placed on claims management and regulatory compliance. While these are important, they’re not keeping us safe. But how do we get in front of the issues? It is through field behavior observations, near miss and accident communication, and preventative maintenance. When developing the right metrics, we cannot ignore the fact that the best intentioned gauges of measure may have unforeseen consequences. Let’s guard against this risk when developing our metrics and not after we are dealing with customer dissatisfaction, accidents or adverse publicity. Consider these ideas to ensure that 2. Share your metrics at the earliest possible stage with the employees who are most directly affected. Allow them to comment and to understand the “why” behind the metric. Your front lines can actually help you improve the metric and find the hidden risks. When people understand the “why” they tend to be more aligned and supportive. 3. Be sure your metrics are aligned with your company values. For instance, many of us espouse teamwork as a value. Do our promotion and bonus plans only focus on an employee’s individual contribution, or do they also focus on his or her role as a team player? It becomes terribly confusing when we espouse one set of values but reward another that is seemingly in conflict. 4. What worked yesterday may not work as well today. Don’t be afraid to evaluate your metrics to be sure that they are still relevant. Consider the “30 minutes or it's free” guarantee that was a cornerstone of Domino’s early commitment to its customers. After a series of accidents, Dominos knew when it was time to abandon that delivery guarantee and replace it with other customer centric metrics. 5. Be sure your metrics capture leading indicators. Examples include: capturing near misses with no fear of repercussion; the use of technology (such as cameras) to monitor and coach employee behavior; and treating all accidents with the same intensity, regardless of severity. After all, severity is simply a function of luck. You can’t manage it if you can’t measure it. This old axiom will always ring true. Consider, however, that some of your measures may have unintended adverse consequences. It is our role as business leaders to carefully evaluate our metrics from a 360 degree perspective to root out any unwanted side effects and always ensure we are getting ahead of the problem before it arises. Our metrics drive our employees’ behavior, and in our industry, behavior-based safety. However, you must ensure you have the right metrics in place. When they are, they will help promote the right behaviors, and the opposite is true as well. K Open Road Q3 2016 ❘ 11

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