NAPT’s Leading Every Day program nurtures
upcoming leaders within the industry

By Stephane Babcock

Whether its giving your infant daughter her first lessons in the ABCs or a retired electrician figuring out how to reprogram his computer, you are never too young or old to learn. This is the belief that pushed Alexandra Robinson and some of her fellow NAPT board members to create the Leading Every Day (LED) initiative, a one-of-a-kind educational program that focuses on leadership development, something that has become a growing movement in the last few years with the impending retirement of a number of baby boomers who hold management positions.

“For many of us in the industry, continuous learning is our priority, but there was never anything specific regarding transportation leadership that we could turn to as transportation professionals,” said Robinson, San Diego Unified School District’s director of transportation and NAPT board alumnus. “LED fits that niche for those who have graduated beyond routine professional development and are now looking for a career path educational opportunity.”

Inception of LED and Previous, Current Incarnations
Robinson had wanted to put together a “cohort group” for leadership training similar to graduate programs. After a brainstorming session with some of her fellow association members, the LED Initiative was born and will soon see its third reincarnation at this year’s 34th Annual NAPT Conference in Myrtle Beach, S.C. Attendees will be offered 10 exclusive leadership-focused workshops, with the keynote being delivered by industry favorite Dr. Cal Lemon on Saturday, Oct. 25.

“I have always believed that pupil transportation leadership could benefit from planned, detailed and accountable leadership skills,” said LeMon, who was named this year’s LED program dean. “Leadership is about making the right intervention with people in order for them to be motivated to be part of the goals and the mission of pupil transportation.”

LeMon, who also gave the keynote during the first LED program, will follow Saturday’s speech with a workshop entitled “Forgiveness: A Business Strategy,” which will discuss the “payback game” that disrupts many work environments. It will also identify solutions to revenge scenarios between employees that feel they have been wronged and attempt to balance the fairness scales on the job.

“When you have smart, competent, connecting leaders in pupil transportation, it actually goes to not only getting the work done, but also increasing safety,” added LeMon.

In the past years, the program included workshops on leadership in the spotlight, balancing life and work, the language of leadership, human resources management, key performance indicators, the Baldridge process for continuous improvement, responding to a fiscal crisis, and leading/managing teams. This year’s LED students will touch on the differences between a transportation administrator and a transportation leader, effective networking, using a data-driven approach to eliminate mistakes, and Challenge Day, a non-profit organization that brings the bullies and the bullied together to stop teen violence (see article on page 20).

By using real-life issues, scenarios and on-going assignments, the LED program pushes students to think on their feet, analyze their business models and create an environment in which employees feel mentored not monitored, according to Robinson.

“The program makes leaders question their practices, rethink their style and in some cases gives them that boost they need for a career move or succession plan in their own operation.”

Past/Continuing Students
According to LeMon: “No one ever graduates, no one ever gets it down. It is always dynamic because people and systems are constantly changing.” And this is an ideal shared by the program’s participants.

“The NAPT’s LED initiative is an amazing program that is constantly creating new leaders in the school bus transportation industry by encouraging us to step out of our comfort zone and be willing to share what we have learned with others,” said Della Swain, director of transportation for Warsaw Community Schools, located in northern Indiana. “We have so few ‘carved in stone’ rules and regulations to guide us that we need to share what is working for us.”

Swain first, reluctantly, attended the NAPT conference 11 years ago after the death of her husband. She was moved by a speech given by Dr. LeMon. He spoke about positive thinking and dealing with difficult people, but in Swain’s mind, she was the only person in that auditorium.

“Although his message that was geared to a completely different zone, he brought me out of a depression that I did not even realize I was drowning in,” recalled Swain.

She has watched many of her fellow alumni continue to grow through the LED program. For example, one peer is now an officer in the Indiana state transportation organization, and others created a state professional development committee this past summer that offers school bus-specific training classes.

“These classes have also helped us blossom into an amazing network, anxious to help each other. All I have to do is pick up the phone and call any of the members on the roster, and I am sure I will receive a respectful and honest answer to my problem,” said Swain. “Learning how to approach people, seriously or with humor, accept defeat and be willing to work ‘outside the box’ has made me less afraid of myself.”

One of the industry’s up-and-coming leaders, and the recipient of STN’s Leadership Award at last year’s NAPT conference, also sees the wide-ranging benefits of the program. As transportation director of Fairport Central School District, which sits just east of Rochester, N.Y., Peter Lawrence sees the upcoming turnover in leadership across the entire school transportation spectrum and understands how the LED program can help to shape other “on deck” leaders.

“The LED program allows current national leaders to share their knowledge with upcoming and future leaders of our industry,” said Lawrence. “While there are a few ‘natural leaders,’ the rest of us need to make a concerted effort to hone our skills.”

Before partaking in LED classes, Lawrence never asked an exiting employee why he or she was leaving their position. He now performs exit interviews either in person or over the phone to inquire about the reasons for why an employee might leave.

“Good communications start and end with an effective leader. Exit interviews and solid communications can help with employee retention,” added Lawrence.

For Lawrence, one of the greatest strengths of the LED program is the ability to have both personal and group interaction among all the LED participants. The atmosphere allows members to feel safe to challenge themselves while improving their leadership skills.

“Even the best leaders need to take time and reflect on their skills and share them with others. The LED program is one way to make sure we are ‘sharpening our saw’ and improving our leaders back home by modeling some of the techniques and strategies discussed during the LED seminars.”