Many transport managers are operationally excellent, promoted for technical competence rather than leading people or a workforce, which creates a ‘leadership gap’ that can cost dearly, writes Peter Brown.
That’s the viewpoint from Peter McKenna, the founder of HGV Networking Group.
He said: “HGV drivers are trusted with assets worth hundreds of thousands of pounds, operating in complex, time-pressured environments. In many cases, they are also the only human contact a customer has with a haulage business.
“Yet the systems supporting drivers often lag far behind the reality of what the job demands.”
While recruitment challenges dominate industry headlines, it is driver retention that remains the deeper and more damaging problem.
“For years, the industry response has focused on licences, training pipelines and financial incentives,” he said.
“These all matter. However, they miss a central truth consistently reported by drivers: people do not leave haulage because they cannot drive — they leave because they do not feel valued, listened to or supported from the management teams in place.”
The operators most likely to succeed beyond 2026 will not simply be those with the newest fleets or the tightest margins, he contended, but will be the ones with strong, consistent leadership.
“These businesses design systems around the needs of drivers, not just vehicle utilisation. They understand that leadership is about creating the conditions in which people can perform at their best,” he explained.
“Effective leaders actively seek driver input, recognising that those closest to the work often have the clearest insight into improving operations.
“When driver feedback leads to practical change, the benefits are felt internally and externally — through improved service consistency, safety and professionalism.”
VALUED
In many sectors, employees are described as a company’s greatest asset. In haulage, drivers are still too often treated as a variable cost to be managed down. “That mindset quietly shapes behaviour,” he suggested. “Communication becomes instruction-based rather than collaborative.
“Health, fatigue and personal pressures are handled poorly. The outcome is predictable: increased absence, disengagement and high driver turnover.”
To close the ‘leadership gap’, he suggested hauliers need best practice in transport that is visible in practical, everyday behaviours:
- Clear, respectful communication
- Psychological safety, where drivers can raise concerns without fear
- Early intervention rather than crisis management
- Fair and predictable decision-making
“That four-point strategy gives confidence in the way a company is run, how it handles any given situation and the way it makes decision,” he said.
“Organisations with professional leadership reduce operational risk, improve performance and stabilise their workforce. Even in difficult operating conditions, drivers stay where leadership is strong,” he continued.
WELFARE
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Driver wellbeing is often framed as a moral issue, and it is also a critical safety control. He said: “Fatigue, unmanaged health issues and cognitive overload rarely present neatly. Instead, they surface as missed information, poor judgement and reduced situational awareness — increasing the risk of accidents, incidents and bridge strikes.
“Progressive operators recognise the value of proactive health checks, clear escalation routes for fatigue concerns, and practical support for driver welfare. In short, they support drivers as human beings, not just licence holders.
“These measures cost far less than recruitment, incident recovery or reputational damage, and their impact on retention is significant.”
ACTION
Drivers frequently report anecdotally that issues raised informally can often be ignored until they escalate into incidents. “Over time, this breeds frustration and silence — neither of which supports safety or efficiency,” Peter explained.
“Listening does not mean agreeing with every concern. It means demonstrating that speaking up leads to engagement, explanation and improvement. Drivers will tolerate systems they may not like if they understand the reasoning behind them.”
SHUTTERSTOCK.
In the end, the key is to retain the workforce, and retention does not begin with targets. He added: “It is the result of everything else working well — paying attention to detail and getting the small things right.
“Where drivers feel respected, well managed and listened to, they stay. They recommend the company to others. They protect its reputation, on and off the road.
“In an industry under constant pressure, the businesses that will thrive are those that place leadership and people at the centre of their strategy. Strong retention builds customer loyalty, strengthens margins and creates long-term stability.
“These will be the companies still moving the goods the economy depends on — well beyond 2026.”
