One quality all great leaders share is the ability to lead through change. The trucking industry has certainly experienced its fair share of shifts over the past year, affecting everything from hiring and retention to everyday business activities. Now more than ever, it’s essential for leaders to possess the skills necessary to not only communicate changes but to actively guide employees through the process.
Even well-intentioned changes can disrupt routines and lead to more issues if leaders don’t properly introduce, launch, and actively manage the changes. This can be further complicated when dealing with internal versus external changes, and the degree of control you may have over the situation.
Accomplishing this is easier said than done, so it’s helpful to have a few strategies to try and see what works best for your team. This is true whether hiring diesel techs, back-office support, and other roles that will grow into your next generation of leadership.
As we get deeper into 2026, the rate at which change occurs continues to accelerate. Whether you are implementing AI and new forms of digitalization or adjusting to changing state and federal policies, successfully integrating workplace change takes a focused, agile leader.
Confronting resistance to change
When considering how a change might impact your team, remember that emotions come into play far more than you might expect. While technical shifts—like moving to a new software system—are difficult, the emotional resistance to leaving "the way we’ve always done it" is the hardest to overcome.
Fear of the unknown and the potential for increased workload during a transition can lead to friction that stalls progress if not managed carefully. Routine brings comfort and familiarity, so people need a good reason to abandon that security for an unproven method. Leaders must explain the "why" behind the change, not just the "how." By anticipating objections ahead of time, you can better prepare for how employees may initially resist the shift.
Getting people on board
The most effective way to gain buy-in is through transparency and communication.
We all have systems for accomplishing our day-to-day tasks, which means employees are accustomed to completing their work in a certain way. Routine brings comfort and familiarity, so people need a good reason to abandon that security for an unproven method. In other words, leaders must explain the "why" behind the change, not just the "how." Employees are more likely to support a transition if they understand how the change benefits the company's long-term success and how it positively impacts their own roles.
Whenever possible, it’s best to involve employees early in the process to give them a sense of ownership and provide the necessary training and resources. This helps them feel equipped to handle new responsibilities, and that their experience was taken into consideration.
Approaching internal vs. external changes
Not all change is created equal. Understanding whether you are dealing with internal or external factors is key to choosing the right strategy.
Internal changes, such as new onboarding processes, require a focus on alignment and morale. These are about managing internal relationships and ensuring that the company’s culture remains positive. Since the change is being implemented from within, there’s a greater degree of control over when and how new processes are introduced.
Meanwhile, external changes, such as new employment regulations, require agility and strategic preparation. The approach here is centered more on compliance, competitiveness, and educating the workforce on how to adapt to factors outside the company’s control.
How change impacts your hiring
This evolving landscape has shifted the focus of hiring from seeking purely technical skills to placing more value on soft skills and adaptability. We are no longer just looking for a technician who can turn a wrench or a driver who can shift gears; we are looking for continuous learners who are comfortable with technology and change. To stay competitive, companies need to update their recruitment messaging to emphasize innovation and career development rather than just stability.
Ultimately, you play a pivotal role in how the transition goes. By keeping your employees' emotions in mind and taking the time to explain the "why," you can turn a potentially disruptive event into a successful evolution.
