Maintain Your Company Culture as You Grow How to k
How to keep our com culture i when ac another or addin
W driv
your company’s culture intact, when acquiring another company or adding new emplo e employees to support support growth
e have a set of 12 core values at P&S Transportation, and
re
our success hinges on our ability to stay true to these guiding principles. At the top of our list are safety and respect for drivers. We put saf put safety first - always. Anything that we do as a company must keep safety as the first priority. And we emphasize the vital importance of supporting drivers, whether they are our company drivers, owner-operators, or the drivers for any of the carriers that drivers are o asset.
rans ess
ability to sta guiding prin op of our li
t y fi
ything th ym
as the first p e emphas tance , whe om
wner-oper ers for a
carriers that we hire. Our drivers are our number one asset.
Ma
By Houston Vaughn, President and COO of P&S Transportation
want drivers or other members of your staff saying, “The gott
Many carrie are growing growing fas want driver members o
gotten too
what? I can still walk into the offic
management, and they will listen to what I have to sa
has grown, what? I can the office, s manageme will listen to o say.”
32 A C HIEVE MORE sit down with
carriers and brokers wing, and some are
wing fast. You don’t
same anymore.” You want them t
, “ he company has oo big. It’s not the ym
them to say, “The company has g
wn, but you know
The bigger you get, the harder it is to maintain your culture, because the new people who are coming from other companies bring their own culture. If you acquire another company, you may have two dozen people who are suddenly part of your company. How do you reach out to all of them and manage the transition? Here’s what we do.
Start talking about culture from the beginning
We start talking about culture from the start. We talk about safety and the respect that we have for the driver. We talk about our core values every day in our offices and we talk about them before we make an acquisition, so the staff at the acquired company will know what’s coming. It’s very straightforward.
Take it one step at a time
I tell people all the time, “This is a marathon, not a sprint.” We don’t use a sledge hammer to mold people. If we acquire a new company, it’s true that we will switch from the technology from their previous system to McLeod on Day 1 - the first load that’s put into the system is put into McLeod. But when it comes to their work habits and culture, we take it more gradually. It’s an ongoing process that we address every day. The
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