This viewpoint is a guest post created by Tracy Rushing. Rushing is an almost 30-year veteran of the trucking industry and currently serves as the Executive Director of Safety & Recruiting at R.E. Garrison Trucking. 

Rushing was recently awarded the 2024 Influential Woman in Trucking award, an honor presented by the Women In Trucking (WIT) Association to recognize a leader in the industry who, according to WIT President and CEO Jennifer Hedrick, "demonstrates remarkable grit, talent, and passion to advance opportunities for women in trucking." Hedrick adds: "Tracy’s commitment to this profession and desire to mentor future leaders is an example for all of us.”

In trucking, drivers may spend the majority of their days behind the wheel of a vehicle, but it's the relationships that drivers build, with their driver support teams and customers, that make it more than just a job. I should know—I got my start in trucking almost 30 years ago weighing trucks in a scale house, and I've had diesel in my veins ever since. 

At R.E. Garrison Trucking, where I serve as the Executive Director of Safety & Recruiting, I use that passion and experience every day to help build a strong culture of safety and recognition where drivers are valued and feel like family. In an industry where employee turnover can be high, we've made earning driver buy-in and promoting accountability core to our success in recruiting and retaining drivers. Here are five best practices that may help you do the same.

1. Cultivate relationships with drivers early to set expectations.

At R.E. Garrison, we use technology to start building relationships with drivers even before they begin working with us. The very first day someone submits an application, our system sends them a series of informative text messages that lets them know what to expect on the job while they wait for an open truck. For example, one message explains that they will have a tablet in the vehicle with apps that are used for various functions, like ELD compliance.

These pre-onboarding communications serve to introduce our company culture, set safety expectations, and introduce tools they’ll use on the job. This early engagement makes drivers feel included and are some of the first steps in building a foundation of trust.

2. Focus on how technology is a supportive tool.

Drivers are professionals, and we treat them as such. For us, that means positioning the technology we use to improve safety, such as dash cams, as supportive aids for drivers, instead of intrusive tools used to monitor behavior. Our philosophy is that technology helps us watch after our drivers, not watch over them.

This approach can make a safety support’s job more complicated. After all, it can be easier to just record every safety violation and repeatedly ding drivers for their mistakes. But the distinction allows us to demonstrate that we are truly concerned about driver wellbeing, and it helps our drivers view our technology tools as beneficial for their safety and success.

3. Deliver data-driven, habit-focused feedback.  

An important part of showing how our technology is meant to support drivers is the way we use the data that comes from these tools. Rather than focus on single incidents, we use technology to identify and track patterns that show us where coaching is needed. With data, we can see and analyze recurring behavior over time—like speeding or rolling through stop signs—and present the information to drivers in a way that reduces defensiveness. It also allows us to frame feedback as coaching to encourage safer, more positive habits.

4. Clearly define what success looks like and align on incentives.

As a complement to coaching, R.E. Garrison has established a clear set of attainable goals that include safety metrics, operational performance, and meeting compliance standards. At our company, the driver incentive program is called the Crown Driver Program. Drivers earn their way through the stars over a 24 month period with a goal of earning Crown Status.

Once they become a Crown Driver, the driver earns additional cents per mile, truck emblems, and invitations to participate on the Driver Council. They can also serve as a trainer and participate in truck driving championships. The program shows drivers what best-in-class performance looks like and incentivizes them to develop better driving habits and maintain high standards.

5. Be clear on what your non-negotiables are. 

At R.E. Garrison, we've found that ambiguity around rules and standards can be one of the biggest obstacles to creating a strong company culture. This is one reason why, once we decide on a new program or process, we don't change it. This helps us communicate expectations to our drivers firmly but respectfully. 

As industry leaders, we have work to do to help ensure that trucking remains a satisfying career. Recruiting and retaining drivers—and keeping them safe as they do their runs—are critical to the industry's future. By building trust, championing safety, and celebrating excellence, we can create an environment where drivers don’t just work, they thrive. With these best practices, we can all continue to innovate, inspire, and pave the way for a brighter future in the trucking industry.