GreenRoad just released an updated “Connected Fleet” research report.  We are monitoring fleet smartphone adoption and practices.  We are also paying attention to fleet leader attitudes about smartphone and other fleet technology.  The report debuted in March 2012 and this new report is a update on what’s changed in the last six months.

I am literally blown away at the pace of fleet smartphone adoption.  It is breathtaking how quickly smartphones are becoming a “must have” tool for fleet managers and drivers alike.  I have conducted a lot of marketing research in my career, but I don’t think I’ve ever seen such a rapid pace of adoption. Continue reading →

This month, Karen White’s Connected Fleet blog post covers the reaction to the GreenRoad Central Mobile App.  How is your fleet benefiting from mobile technology? 

Click here to read the post.

9)      Exhaustion

Don’t mistake compliance with change for acceptance. People can be compliant with your requests when involved in a new project but, in actual fact still resist the change, you just need to be able to recognise the difference. If you have lots of change projects going on – or do one project after another, then people will naturally get overwhelmed by the continuous change and turmoil instead of having set routines as mentioned in the previous post in this series. Once people become overwhelmed, when the next project comes along – instead of approaching it enthusiastically and with an open mind, they will resign themselves to it and just go with the flow. Continue reading →

8)      Change to Routines

When we talk about comfort zones in terms of business and our everyday lives what we we are really referring to are routines. We are all creatures of habit, everyone likes routines as they make us feel comfortable and secure. Changing behaviour will lead to a disruption of these routines and so will take people out of their comfort zones. If you try and change your employees set routines that make them feel safe as part of a change project then there is bound to be some resistance as you require them to do things differently.

Click here to read the previous post in this series.

7)      Poor communication

If you don’t communicate with your team about projects that require them to change then its only natural that they resist changing if they don’t fully understand what it is that they need to do. Good communication is at the heart of any change management project and there is no such thing as too much communication. Don’t keep people in the dark and they won’t resist as much. Continue reading →

With more than 3.2 million vans and light commercial vehicles in the UK – a figure which has grown by 40 per cent in the last decade – they currently represent 1 in 10 vehicles on our roads. The Fleet Transport Association (FTA) has developed Vanfta, recognising the importance of vans and their drivers, and with the Van Excellence Code and Guide to Van Excellence is bringing positive help and advice to their members wishing to raise the standards of their operation and be acknowledged for so doing.  We at GreenRoad are incredibly proud of the strategic partnership we have with the FTA’s Van Excellence programme.

Continue reading →

6)      Not being consulted

If people are allowed to be part of change there will be less resistance as they will feel involved in the process and understand what the company is trying to achieve. If you impose something upon them, often people will resist – not because they are afraid, but purely because you didn’t communicate with them first. People resent someone, who does not do the same job as them, imposing change upon them without asking if it will work. If they feel involved and part of the team aiming to change behaviour it is very easy to take people with you on the change journey.

Continue reading →

5) Temporary Fad

If people believe that they are been asked to go through the upheaval of learning new skills and adapting to a new way of doing things, merely for a temporary fad, which will soon drop from the company’s radar as other projects are started, then they are likely to resist.  After all, why would they put all their effort and commitment into changing behaviour only to go back to the old way of doing things a short time later?  That would just be a waste of time and effort.

Click here to read the previous post in this series.

4) Low Trust

Resistance occurs where the people affected by a suggested change in behaviour don’t believe that the company can competently manage change. There is likely to be resistance as people want to avoid the chaos that can come with a badly managed project. In instances such as this, it is worth  questioning what the main cause of low trust is?  Continue reading →

Further to last week’s post on how Competence can affect acceptance of change, today I am going to focus on:

3)      Connected to The Old Way

If you ask people to do things in a new way, whilst it may seem perfectly rational to you, you must be aware that you are putting yourself against people’s set routines – and the fact they are likely to be ‘hard wired’ to complete tasks in a certain way.  This manifests itself in the often-heard phrase: “…but we have done it this way for 20 years and it works fine, why do we need to change?”.

Continue reading →