Driver coaching is evolving: How fleets can get it right

In trucking’s earlier days, driver coaching was informal. A seasoned driver might offer tips to a rookie in the yard. A safety manager might ride along to help with a tricky back-in. Drivers swapped advice over coffee. It was casual, respectful, and rooted in trust.

Then came the tech: dashcams, telematics, and performance data. And with it, a new model emerged—one where coaching happened only after something went wrong. Harsh braking? Trigger a video review. Speeding? Assign a training module. The personal, supportive side of coaching was replaced by alerts, assignments, and after-the-fact corrections.

But that’s starting to shift. Technology wasn’t meant to erase the human element of coaching. It was supposed to make it easier to identify who needed help and why. When data became the sole trigger for coaching, however, the deeper purpose got lost.

Today, leading fleets are recognizing that driver coaching isn’t just a corrective measure; it’s a developmental tool. The best results can be achieved when you blend data insights with empathy, conversation, and context.

Distinguishing driver coaching from training programs

Let’s get one thing straight: Assigning an online course after a safety event is not coaching.

Real coaching is a two-way dialogue. It’s interactive. It involves a coach sitting down with a driver, reviewing what happened, and helping them think through the “why” behind their decisions.

It’s not about blame. It’s about understanding. Good coaches ask questions such as:

• What got in your way?
• What support do you need?
• How can we do better together?

Dashcam footage and telematics data can spark these conversations, but they’re just the starting point, not the whole story.

Identifying root causes of driver performance issues 

If coaching starts to feel like a game of whack-a-mole—addressing the same issue over and over—it’s time to look deeper.

For instance, if you're coaching people for following vehicles too closely, there are likely other contributing factors at play. The root cause(s) might be unrealistic schedules, pressure to “make up time,” or bad routing decisions. Coaching identifies those issues, but only if safety leaders are listening and willing to connect the dots.

When coaching uncovers a pattern, it’s not just a driver issue. It’s a system issue. It requires cross-functional collaboration between safety, dispatch, and operations to solve it.

Coaching doesn’t have to be massive to be effective. Start small and build with intention.

Pilot a program in one terminal. Focus on a single challenge, like hours-of-service compliance or backing maneuvers. Test your structure, get feedback, and refine your approach before scaling.

Some fleets match coaches with drivers based on geography; others do so based on expertise, such as pairing hazmat drivers with hazmat-savvy coaches. There’s no single right way. What matters is consistency and flexibility.

Selecting and developing effective driver coaches to maximize fleet outcomes

The best drivers don’t always make the best coaches. The best coaches are curious, empathetic, and skilled at guiding conversations. When choosing a coach, ask how they’d approach a difficult subject and watch how they listen, not just what they say.

They don’t need to be top performers in every metric, but they do need strong communication skills and a genuine interest in helping others grow. Driver feedback matters, too. Include it in coach evaluations to keep the process grounded and fair.

Coaching is a skill. It’s a muscle that can be built. Give your coaches the tools and support to succeed:

• Soft skills training: Emotional intelligence, feedback styles, leadership, and managing difficult conversations are all important skills for a successful coach.
• Clear expectations: How often to meet with drivers, what to cover, and how and when to follow up. Frequency, focus, and format all matter, and it’s important to set clear expectations for your coaches.

Support your coaches with regular check-ins, feedback from drivers, and opportunities to learn from each other. Some fleets even host peer coaching meetups to build consistency and morale.

Implementing structured coaching programs to improve fleet compliance and efficiency

Coaching can’t be random. To be effective, it needs structure and visibility.

Document every session: who was coached, what was discussed, and when. Not only does this help with legal protection, insurance claims, and audit readiness, it also allows you to track trends, evaluate coach effectiveness, and adjust your program based on real-world results.

And don’t silo coaching from training. Use insights from coaching to guide your training calendar and vice versa. If following distance keeps coming up in coaching sessions, it’s probably time to update that training module fleet-wide. When coaching and training reinforce each other, drivers hear the same message from different angles, and it sticks.

Too often, fleets treat coaching as a last resort—for drivers who make mistakes or fall behind.

But the most effective coaching programs support all drivers, including top performers. When everyone is included, coaching becomes a normal part of fleet culture, not a punishment.

Some fleets even let drivers choose what they want to work on each quarter. Others extend coaching to office staff, dispatchers, and operations teams. After all, safety and efficiency are everyone’s job.

Safety technology is here to stay. So is the data. But if coaching is only about catching mistakes, fleets are missing a much bigger opportunity.

Used well, coaching is a powerful tool for building trust, uncovering systemic issues, and helping every team member grow. It’s not just safer. It’s smarter. And in today’s evolving industry, that human connection might just be the competitive edge your fleet needs.

Let coaching be the conversation that strengthens your entire operation, one driver at a time.