Trucking: The Next Generation
Companies explore formal and informal ways to groom the industry leaders of tomorrow
Members of the 40 Under 40 Council listen to a speaker at a meeting
By Jennifer Barnett Reed Contributing Writer
In a simpler time, grooming the
next generation of transportation industry leaders was often just a matter of parents teaching their children the ropes of the family business. That process still suffices for some,
but many companies today take a more deliberate, even formalized approach to developing the talents and abilities of their younger executives. It’s an invest- ment in the future they’re counting on paying off as members of the Baby Boom generation hit retirement age. “We’re blessed to have all these
transportation companies we do based in this state,” said Jeff Hammonds, Walmart’s vice president of private fleet. “Handing all that over to the next gener- ation can’t be something we take lightly.
ARKANSAS TRUCKING REPORT | Issue 1 2015
“HANDING ALL THAT OVER TO THE NEXT GENERATION CAN’T BE SOMETHING WE TAKE LIGHTLY. GETTING TO THESE TALENTED PEOPLE IN
THE MIDDLE PART OF THEIR CAREER IS A GOOD WAY TO ENSURE THE INDUSTRY IS GOING TO BE IN GOOD HANDS 10 TO 15 YEARS FROM NOW.”
—JEFF HAMMONDS, WALMART’S VICE PRESIDENT OF PRIVATE FLEET
Getting to these talented people in the middle part of their career is a good way to ensure the industry is going to be in good hands 10 to 15 years from now.” Walmart, like Tyson Foods and
other large corporations, offers formal leadership training for employees who show promise as future executives. The
programs put the younger employees in direct contact with more senior leaders, and teach everything from the compa- ny’s values and culture to more general skills in the areas of leadership, analyti- cal thinking and business acumen.
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