S POT L IGHT
for the right reason. Our goal was to always take care of the poor and needy. You know, get the trucks rolling so that some widow and some orphan would have some food to eat. That’s why we showed up every day. But then as a dispatcher, I got to see just how vast, how much bigger that was. It motivat- ed me even more to work hard, show up every day. I figured if you were giving your
His main job was to keep Deseret
Transportation’s activities in line with the leadership’s vision. Originally, he had thought his role would be to set goals for the staff and to motivate his employees, but soon he realized that wasn’t really necessary. Everyone was there for the same reason he was there; he just had to pull the reins a lit- tle to the left or right to make sure the team
THE UTAH TRUCKINGASSOCIATION, WHERE PETERSON SERVED ONTHE SAFETY AND IMAGE COMMITTEE, WAS AN IMPORTANT ALLY IN HIS WORK.
best effort, even though you don’t know the name of who you’re helping, maybe there’s somebody out there that you really helped that day.” After seven years as a dispatcher,
Peterson became operations manager and earned a degree in business management from Utah State University at age 43. That job gave him an even broader look at the church’s ministries, including its missionary and family history departments.
was moving in a straight line. “Once everybody gets that same vision,
you don’t have to motivate people,” he said. “They show up early; they work late; they do extra work not because they’re compelled to, but because they want to,” he said. “They feel like it’s the right thing. And so I felt like, well, if I could become that operations man- ager and could paint that vision, boy, how much fun could this be? ... What I really found out (was), they didn’t need me. They
were already there. They allowed me to think I was the process for change, but there wasn’t any change needed to happen. So I was just really blessed and lucky to be able to get that job.” He’s probably being a little modest.
According to his supervisor, Don Johnson, director of production and distribution for Church Welfare Services, Peterson has never been the type to call attention to himself. “It was always everybody else,” he said.
“His drivers, he wanted them to get the credit. He was never one that wanted to stand out and say, ‘It’s because of me that I did this or that or anything.’ He was more laid back and wanted everybody else, like I said, to get the credit.” The Utah Trucking Association, where
Peterson served on the safety and image committee, was an important ally in his work. While Deseret Transportation was part of a closed, vertically integrated system where everything was done in-house, the UTA exposed him to the broader industry – trucks, drivers’ needs, regulatory issues. It
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