The CEO has cultivated (hand picked)an inner circle of "bobbing heads". I've witnessed firsthand, once thoughtful, creative and energetic senior leaders, become soul-less, idea-less and scariest of all, expression-less marionettes that march to the tune of a "leader" who is at times, severely misguided in his calculations and understanding of the transportation industry.
Remember, this is a man who failed terribly as the EVP of Marketing in the package industry (DHL Express, hired December 2006. DHL shut down December 2008). Tapped for expanding the US Market, DHL was not able to compete effectively with both UPS and FedEx, where Lovetro had prior experience, but was unable to create any Marketing momentum.
The soul of TRAC is manifested from the CEO, who allows for zero debate or constructive dialogue once his mindset is determined. I have actually heard senior leaders say (many times), "we know this is a bad business decision, but this is what Keith wants."
Whatever happened to "creative freedom" and "trust in your leadership team"?
Lovetro has effectively "shut down" any input from his leadership team and has micro-managed TRAC into a "growth by acquisition" "ready-fire-aim" chassis management company.
Can we talk about communication? In a word: FUNNELS
How about the companies Core Values?
Funny thing about Core Values. If they're NOT promulgated from the top down, they hold no value. Here are some actual TRAC Core Values;
CUSTOMER-CENTRIC: I can show you 5,000-7,000 Motor Carriers who would be in serious disagreement with this notion that TRAC is "customer-centric". See Billing, invoices, Accuracy
HIGH SERVICE QUALITY: "repair-to-demand" is not representative of high service quality. esp in an industry that is as dynamic as moving freight across America.
HIGH SENSE OF URGENCY: EVERYTHING that happens must go across the CEO's desk, where it is paralyzed from over-analysis, PowerPointed to death and then, ultimately, the CEO, based on his limited and non-experiential bias', green lights or kills the idea.
NIMBLE: OK, I'm sorry, I just threw up in my mouth.
DOES WHAT'S RIGHT: 100% true if it's "right" in the CEO's purview. The problem here is that you have a non transportation person leading a company that interfaces with major transportation companies, who are run by seasoned, "real world experienced" transportation pros.
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emails have long replaced face-to-face dialogue. Sadly, CYA via a serpentine web of email correspondence has replaced actual, meaningful results that come about when FEAR is not the pervasive underlying culture.
The Emperor Has No Clothes because the leadership is locked into their gilded cages and exhibit a complete and total inability to "do what's right", even if that means strong dialogue with a CEO who is not truly in touch with the "pulse" of the industry. (see current stats for Freight Recession vs. TRAC 2016 Budget). These two items are completely misaligned.
I've witnessed incompetency promoted and truthful authenticity chastised.
I've seen the intellectually rich personnel asset that WAS TRAC diminished into a morale-bankrupt collective of Managers and Senior Managers whose creative instincts are tarnished by the hue-less colors of the CEO's mindset.
Heb Kelleher (a Jersey guy !!!) was famous for spending time "in the trenches" with his employee. EVERY single employee at Southwest Airlines loved him. And guess what? While many of the airlines were failing, Southwest continued to soar profitably and with great morale. His simple Mission Statement for Southwest was: "Work Hard and Have Fun Doing it".
Jack Welch, Sir Richard Branson, Warren Buffett.....these great leaders are the anti-thesis of what TRAC's CEO embodies. They all value their leadership teams and they all are approachable.
THE EMPEROR HAS NO CLOTHES
CAVEAT EMPTOR
