with your audience . Clear , structured , and empathetic communication can make or break a leader ,” TJ recounted .
Developing a fluid communication style wasn ’ t the only change in TJ ’ s leadership style . In fact , it ’ s the ability to adapt and change one ’ s leadership style that was also a key takeaway for TJ . “ For example , understanding the different leadership styles helped me become more intentional about how I engage with different stakeholders ,” he wrote . A situational leadership style entails switching one ’ s leadership style to adapt to the present situation .
“ Every organisation , every team , and even every individual within a team requires a different approach ,” TJ explained . “ There ’ s no onesize-fits-all solution , and the ability to flex your leadership style based on the situation is crucial .”
In essence , TJ ’ s experience was not just a healthy step back but also chance to re-orient what he already knew . In the same thread , he ’ s also learned how manage his priorities more constructively .
“ One of the biggest shifts has been how I manage competing priorities — especially in fleet management , where there are always multiple moving parts . I ’ ve learned to take a more structured approach to problem-solving , which has helped me tackle challenges more effectively ,” TJ said .
Keeping up with the day-to-day demands of working in fleet can be challenging at times . However , it ’ s not just day-to-day flexibility that is required , but long-term adaptability as well .
ALONGSIDE CHANGE
“ One of the biggest takeaways from the course was the importance of adaptability .”
Developments in the fleet world are moving at a fast pace . Though it may seem intimidating , new years should be seen as ripe with opportunities to look forward to . With a new set of skills and concepts learned from the programme , TJ is ready to face the changes that will come with 2025 .
When asked about his outlook on the coming year , TJ remarked that he ’ s shifted his approach : “ Heading into 2025 , I ’ ll be focusing on being more proactive rather than reactive — planning ahead for challenges rather than just dealing with them as they come up .”
Practically speaking , TJ plans to put the walk to his talk in the year to come . Formal learning settings have allowed him to add more structure to his management role in the National Heavy Vehicle Regulator .
“ The course provided useful frameworks for managing change , leading teams through transitions , and making data-driven decisions . These have been particularly valuable in my current role , where I ’ ve had to navigate organisational changes and resource constraints ,” TJ described when asked how he would apply what he ’ s learned .
Interestingly , a theme of flexibility and adaptability is present in TJ ’ s reflections . We can glean from his insights that it ’ s because fleet , as a whole , is not solely about vehicles and management . “ Fleet management is no longer just about vehicles — it ’ s about data , sustainability , and strategic decision-
34 ISSUE 51 FEBRUARY 2025 / WWW . AFMA . ORG . AU