Sample Sidebar Module

This is a sample module published to the sidebar_top position, using the -sidebar module class suffix. There is also a sidebar_bottom position below the menu.

Sample Sidebar Module

This is a sample module published to the sidebar_bottom position, using the -sidebar module class suffix. There is also a sidebar_top position below the search.

The first Driven to Lead Module was held on September 19, and all reports back from the participants have been amazing! Twenty-one people attended this high energy, experiential program that was facilitated by Jeremy Enns of Eagles Flight.

Two of the comments received back in a post event survey include.

“The content was engaging and the facilitator, Jeremy, kept everyone focused and moving through discussions and exercises so that the time just flew by. The energy was great, and I stayed engaged.”

“I was very impressed with the facility and the whole program itself. Thank you very much for a very enjoyable and educational day.”

Another individual remarked that even after one class they were already noticing a difference in how people were communicating and working together at their workplace.

Another person mentioned that it is not just young leaders who could benefit from this program – and people of any age and current management level and experience could gain great value from attending this program!

For those who didn’t register to attend the first module, we are sorry you missed out. The good news is you don’t have to miss out on this great experience. The 2nd module, “Building and Leading Teams” was taking place on November 21 as this issue of PMC was being assembled – indications are it, too was a huge success. The next modules – #3- “Communicating for Impact” on February 20 and #4-“Coaching for Results” on May 15 – are predicted to have the same success.

While you receive a diploma only if you attend all four modules, you still receive certificates of completion for each individual module completed and will gain tremendous value and knowledge to take back to your workplace. If you decide after attending a module or two that you wish to graduate from the entire program and receive the Driven to Lead diploma, the missed module can be scheduled to be completed at a later date.

For more information, or to register to attend, please email, call our office at 905-827-0587, or visit In order to achieve peak participation and value, class size is capped at 25, so register today before it’s to late!


Current News

Retention for the Future of Trucking

As we look ahead, we recognize that retention is a critical component of the trucking sector’s business model and success in retaining a strong workforce. At a point where we have a skilled worker shortage, we cannot afford to lose our assets: our driving force who keep the economy moving and our businesses growing.

We have companies with varied turnover rates and those rates result in dollars lost. We have companies that have varied hiring practices, which inevitably result in varied retention rates.

The reports indicate that the skilled worker shortage will continue to increase as we move toward 2024. It’s time to reinforce our retention practices so we can reduce our turnover rates – resulting in strong retention practices.

It is a topic worth considering. We need to put the same level of effort into retention as we do into recruitment. Why is retention a challenge? What areas are we missing that create this barrier to stronger retention rates? Do we accept high turnover as the cost of doing business?

Let’s take a step back. The loss of one driver can have a potential cost implication of up to $5,000 (this may be low for some companies) to replace the professional driver. Lose 10 drivers and suddenly you are at a loss of approximately $50,000. In a sector where margins are tight, can we afford those types of losses without exploring why and how we can do better?

Understanding why we lose people in our sector can be challenging. Even the best exit survey strategies do not always yield the information we need to remove barriers and retain the individual or offer insight into what we can do differently; however, the survey is an essential tool that provides an opportunity to learn... it just needs to go beyond the surface. We need to go to the beginning at the point of hire.

The first thing I think about when looking at retention is trust. Is there trust being built at the recruitment stage – at a level that can be delivered beyond the promises made at the point of recruitment. Can we deliver the pay, home time, benefits, flexibility and everything else that we have promised?

Trust is a deal-breaker for many of us. If you promise professional development in the first year of an employee’s career and then do not offer it, you have broken trust. If you promise a raise after a three-month probation period and do not provide it, you have broken trust. If you promise a professional driver that they will be able to be home for special occasions and you do not get them home, you have broken trust.

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