On the Frontline

We often hear from professionals in the parking and mobility industry, “I did not go into the job market seeking a career in parking; a career in parking found me.” While this always gets a laugh, it is disheartening because, in that statement, there is an admission that the industry simply stumbles upon talented individuals. Our journeys of how we entered parking need to be shared and celebrated, especially with Frontline staff who often only see their position as a bridge to pursuing their “real” career. The parking industry has too much to offer for this to be a “steppingstone story.” It’s time to change the narrative.

As leaders, it is important to recognize that there are layers of team members who serve as the backbone of every operation. The Frontline staff are the most impacted by any change, and they are often the faces of an organization. It is equally important to recalibrate often and ask ourselves: how often do I provide my team with a platform to be heard? Are we soliciting their input when it comes to change management? Do they have a choice on executing efficiencies or the opportunity to advocate for something they believe in?

Our Frontline teams have informed voices, and when they are given the opportunity to share their opinions, ideas, and concerns, they see the value that they can provide. This is impactful, especially once we, as leaders, act. It has been my experience that once this conversation is facilitated, they quickly recognize that they have a seat at the table; they’re not simply being told what to do. When an individual feels a part of the vision, they embody the “why” behind the task at hand. When a team believes in the “why,” it always yields a better result because that team is executing with purpose.

I recently spoke with a newer Frontline team member and asked them what their career ambition was. Their response was simple: I want to make a lot of money. I asked, “How do you intend to do that?” After they shared their answer with me, I asked if they’d ever considered a career in parking. They laughed, shook their head, and simply said, “No, never.”

It was clear that they could only see what was in front of them at that moment and had no plan or desire to stay in this industry. Simply put, they were parking cars until something else presented itself. I shared with them my parking story, as well as the stories of many of the top leaders in my company who started out as valets. Making these connections with Frontline team members is impactful, and when you promote and develop your current talent and share your plan for them, you create a culture and a movement that is bigger than the day-to-day tasks at hand.

The parking industry is no different from any other segment of the business. There are opportunities within every business division; however, our exposure only goes as far as what the public and Frontline teams can see: parking meters, parking lots and garages, valets, and events. When I attended my first job fair as an employer nine years ago, I realized we needed a plan for business continuity and that seeking outside talent was necessary. After about an hour of no one stopping at my table, I started seeking out people – much to their horror. Consistently, their first response was that they didn’t want to sit in an attendant booth or run as a valet. I responded by saying, “That’s great because I am here to recruit a leader: my next account manager.”

This was a defining moment for my career in parking. It was the first time I realized that this industry does not have the exposure it deserves or requires. Parking has transformed from cash in cigar boxes to sophisticated technology and data-driven decisions. This story should resonate with parking leaders everywhere. I encourage you to reflect on your career, think about your journey, and take some time away from P&Ls. Building a plan in your organization to improve that talent pipeline has the potential to move us away from the steppingstone story and yield even greater results. ◆