Recommended Free Tools
iTechGuides is reader-supported. When you buy through links on our site, we may earn an affiliate commission. As an Amazon Associate I earn from qualifying purchases. Learn more
Stronger leadership could help North America’s aerial work platform (AWP) industry develop talent by making expectations clear, building capable supervisors, and giving employers and educators a more structured way to prepare workers. That is a practical opportunity, not a proven labor-market result: available industry sources describe leadership, safety culture, and apprenticeships as priorities, but do not show that leadership changes have increased hiring, retention, productivity, or safety across the region.
What stronger leadership means in powered access
AWP is a common term for aerial work platforms; industry sources frequently use MEWP, meaning mobile elevating work platform, for the equipment and sector. Powered access brings together manufacturers, rental businesses, distributors, contractors, and equipment users. The International Powered Access Federation (IPAF) describes itself as a member-owned nonprofit serving that industry through education, training, research, technical advice, and safety initiatives. IPAF’s organizational overview provides that context.
In this setting, leadership is not limited to executives. It includes the everyday choices of managers and supervisors: whether work expectations are understood, whether people can raise concerns, whether accountability is applied consistently, and whether workers have a path to build competence.
Quick wins for a faster PC:
Scan for outdated or missing drivers - takes under a minuteDriver Scan →Repair Windows errors before they cause bigger problemsFix Now →Fix the driver behind crashes, sound loss and screen glitchesFind Drivers →Why culture and apprenticeship are part of the conversation
At the North American Working at Height conference in Nashville in October 2025, industry speakers discussed workplace culture and apprenticeships. IPAF’s event account reports that Norty Turner, then Past President of IPAF and President of Sunstate Equipment, described culture as “cultivating the space between alignment and accountability.” The same account identifies trust as part of his discussion. IPAF’s October 27, 2025 event report documents those themes.
#1 Best Overall
The report also says Dr. Chastity Lasley-Williams presented “The Secret to a Successful Apprenticeship,” with collaboration between industry and education highlighted as a way to strengthen the workforce pipeline. That is evidence that these issues are being discussed by industry participants; it is not a measured evaluation showing that a particular culture or apprenticeship model improves staffing outcomes.
Training reach is not the same as workforce supply
IPAF says its global network of approved providers trains more than 170,000 operators annually and that more than 920,000 valid PAL Cards are in circulation. The organization’s page does not date those figures, which were accessed in 2026. They describe global training and certification reach—not North American vacancies, the number of available workers, or whether employers have enough qualified people. IPAF’s overview is the source for both figures.
Rank #2
- we like to ship out right away
A separate IPAF training page estimates that over 2 million North American MEWP operators require training each year. The surfaced page does not state a publication date or methodology, so this should be read as IPAF’s attributed estimate of annual training need, not as a count of jobs, a verified labor shortage, or a count of untrained operators. IPAF’s MEWP operator training page gives the estimate.
What’s actually slowing this PC down?
Pick the symptom - the matching free tool is one click away.
How employers can turn the leadership idea into practice
The following framework is a practical way to act on the priorities discussed in the industry—not a ranking of proven programs. Employers can use it to connect leadership development with operator competency and then check whether the approach is working locally.
- Make expectations explicit. Define who is responsible for preparing, authorizing, and supervising work, and how workers should raise a hazard or uncertainty. Keep communication and accountability consistent across shifts and teams.
- Develop supervisors alongside operators. Operator training addresses equipment competency; supervisors also need the capability to communicate expectations, support learning, and respond constructively when work conditions change. Treat those as distinct development needs.
- Build a learning pathway with education partners. Where a suitable partner is available, coordinate employer needs and educational preparation so learners can see how training connects to work. Set out responsibilities and progression clearly rather than treating recruitment as a one-time transaction.
- Connect safety culture to work planning. Use risk assessment and suitable equipment selection as part of planning, not as substitutes for competent people or clear supervision. IPAF’s US guide was developed with the American Rental Association, the Association of Equipment Manufacturers, and the Scaffold & Access Industry Association around ANSI standards to help users identify hazards, select equipment, and plan control measures. The resource was last updated February 12, 2018; verify current standards and OSHA requirements before applying it operationally. IPAF’s risk-assessment guide describes its purpose and contributors.
- Track outcomes over time. Establish local measures relevant to the goal—such as completion of planned training, demonstrated competency, or retention—and review them consistently. A local trend can inform management decisions, but should not be presented as proof that leadership alone caused the result.
What the business context does—and does not—show
IPAF’s June 18, 2026 announcement of its rental market reports characterizes the US MEWP rental market as outperforming expectations, with renewed fleet growth relative to Europe. That is relevant context for businesses planning equipment and operations, but it does not establish workforce levels or demonstrate that leadership affects talent outcomes. IPAF’s 2026 rental market reports announcement is the cited source.
The available sources do not establish a North American AWP shortage rate, vacancy count, turnover rate, or quantified relationship between leadership practices and retention. Those claims require labor-market or program-outcome evidence beyond event themes, training reach figures, and market commentary.
Quick Recap
Best Value
- You can go after the job you want—and get it!
- You can take the job you have—and improve it!
- You can take any situation—and make it work for you!
Product prices and availability are accurate as of the date/time indicated and are subject to change. Any price and availability information displayed on Amazon at the time of purchase will apply.
