By Molly McGee Hewitt, PhD, CAE
As a leader in the transportation industry, every day you work with a variety of people in a range of roles: your district team, your transportation department, your parents, your students, and all of the outside agencies and groups you report to or do business with. Your day is people-intensive, to say the least.
In our post-COVID world of 2026, the different styles and philosophies of people, in my estimation, are polarized and can be very difficult to navigate. In addition to our normal differences in styles and methods of work and communication, we have major age differences, as well as political, religious, and even racial differences. It almost seems as if some people are gearing up for conflict or cannot wait for an altercation. This applies to both kids and adults.
How do you manage it, and how can you, as a leader, impact your division and your industry?
First, you need to recognize and understand these differences and how they impact your work. For example, clear communication protocols and established work plans can be easy to understand and implement. Despite criticism, making sure that you are clear, concise, empathetic, and objective is your starting point.
We must also understand how the diversity of our world today enters the workspace. We have multiple generations with different work styles and histories. In my last job, the younger team called our older colleagues the “Golden Girls,” and the older workers called the younger workers “gamers.” Both groups hated the titles. What the titles reflected, however, were the differences in philosophies and beliefs that generations often have. Being on time, accepting extra work, and valuing experience are often key traits associated with Boomers.
Our younger generations bring a new level of skills to our teams. Their technology skills and boundaries may be different from those of Boomers, but they enhance our operations. They often seem more excited about utilizing technology and embracing change more readily than older generations.
Taking a close look at your internal and external stakeholders is a great way to move forward as a leader. Identifying their ages, years of expertise, major life events that shaped their development, their styles, and even their preferences may give you valuable insights. A strong leader understands who they work for, who they work with, and who they serve. To do this effectively, we need to spend time on strategy.
Here are three strategies you can employ today:
- Review your communication protocols and processes. Make sure you are communicating with clarity and purpose. Also, look at your operating procedures and ensure they are straightforward and do not allow for misinterpretation.
2. Acknowledge differences. Take a close look at your team and stakeholders, and identify ways to celebrate these differences and use them to benefit your organization.
3. Stay away from religion and politics in the workplace. While you have a right to your opinions, preferences, and beliefs, demonstrate them through your actions rather than your words. You need to be like Switzerland: a safe, neutral presence that can listen to multiple sides of an issue without being driven by personal beliefs.
Who we are is determined by many factors: our families, our generations, our belief systems, our experiences, and our education. By clearly understanding who you are, you can use that awareness to positively impact your leadership skills.
In my personal belief system, I believe we are here for a purpose. Your purpose and mine are to support student safety and to do our jobs to the best of our ability. I am honored by the work we do and grateful for the opportunity to be a part of it. I am proud of our members and the work they do every day. What you do matters. Who you are matters.