Beyond the data
What exactly do I do? That is a good question. I counsel. And who do I counsel? Truck drivers.
You might wonder, what is there to counsel them on? Do they not regularly attend safety classes? Yes, they do. But those classes are mostly passive listening. How much they actually grasp or retain is the million-rupee question. More often than not, they slip up and violate the very SOPs they agreed to follow. That is the precise moment I sit down with them to walk them through their missteps. Because the lapse is fresh, it becomes tangible, concrete evidence they can easily relate to. It is like catching them red-handed, if you will.
Beyond addressing these compliance issues in a friendly manner, my role demands that I act as a reliable listening post. Drivers and complaints are two sides of the same coin, but their biggest challenge is that no one truly listens. Even when someone does listen, those personnel rarely have the authority to rectify the issues. I don't have that power either. However, as an independent consultant rather than a typical employee, I can escalate these grievances directly to the top echelon. I do not have to worry about the fallout if the owners dislike what I say. And the owners certainly listen. In fact, they often hear about these problems for the first time because no one else dared to raise them.
Is it a tricky job? Not at all. As humans, we all face challenges, and our fundamental need is simply to have someone listen to our grievances. That is step one. The drivers are glad because they know their issues stand the best chance of reaching the real decision-makers. Am I a middleman? Yes and no. Yes, because I bridge the gap between the drivers at the grassroots level and the fleet owners. No, because I have no control over the final outcomes. Yet, even a decision of “no action” is a response in itself, and everyone is smart enough to read between the lines.
Today, every transport company with a sizeable fleet has embraced technology like GPS and telematics. Third-party providers generate truckloads of live data and share it with the operations team. Data is aplenty. Taking action on it? That is the real hurdle. Investing in technology to improve asset utilisation is laudable — after all, trucks are expensive assets. But managing the drivers who shepherd these motorised iron horses is another story. The data providers never sign up to enforce compliance; it is practically impossible for them. They operate around the clock across multiple shifts, and drivers simply will not entertain calls from an outside party.
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Consequently, a small in-house team is left with the exhausting task of pulling up drivers for infringements, backed by a mountain of data. Believe it or not, these internal operations colleagues frequently find their phone numbers blocked by frustrated drivers.
That's where I step in.
Of course, this trust is not built overnight. Before I can counsel them effectively, I must establish a solid personal rapport. While some open up quickly, the crew's size means this bonding requires regular, face-to-face interaction. Once we get to know each other through a couple of in-person meetings, we transition to phone calls. By then, I usually know their family backgrounds or have gathered enough context to speak their language.
Before broaching any official issues, I make sure they loosen up. We mostly connect via WhatsApp video so I can read their expressions and set a light, humorous, and friendly tone. Only then do we quietly discuss the lapse, usually resulting in a voluntary promise to improve. During these chats, I gently chide them for blocking the operations team, reminding them that those calls are meant to save their lives.
When these drivers next visit the yard or workshop, they walk right in. The operations team spots them and calls out, “Here he is!” Seated next to me, we gently walk the driver through the video clips and the digital “charge sheets” — complete with dates, kilometres, and exact locations. There is no escaping the facts. It usually ends with a sheepish smile and another promise to do better.
Does it work? It has to. Otherwise, I wouldn’t be in the business of counselling at least a dozen different drivers every single day.
The ultimate secret to my success is simple: I listen. I look beyond the operational metrics and genuinely enquire about the well-being of their families. Nobody else takes the time to do that. Have you ever heard of Parivar Connect? Well, let me walk you through that next time.
Until then, take care.
