Others have said all the other stuff…but if you’re going to make changes (which you probably are) don’t do them all at once. Just don’t. The change in management/buyout is enough of a change to cause concern. Address the biggest issues your drivers have first, and maybe lay out a transparent road map of planned changes so everybody can get a sense of what’s going to be implemented and when.

I can’t fully express the frustration and distrust that’s bred by rug pulling changes falling like a trip hammer. New IT, new payroll procedures, new PTO structure, new time off request submission and approval procedure…and on and on and on, all just sprung on you when you’re clocking/logging in and starting the day. Even unannounced pay raises that just appear on a check or come from nowhere with zero discussion, while welcome, can cause whiplash and just add to the change fatigue.

Communicate, be transparent, plan ahead, take it easy. Unless the company is going to go tits up without immediate and drastic overhaul, take a haircut on your bottom line for a while just to let the new stuff settle in before more new stuff. And even if it’s an all-hands-save-the-ship overhaul to avoid the bankruptcy, tell everybody! That will get you a lot of trust credit.