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Successful Union Collaboration is Essential to Success
Unionized labor began in the late 1880s. Samuel Gompers’ American Federation of Labor stood out early because of his organization and leadership strength. The purpose of unions is to empower workers, unifying their collective strength to achieve better working conditions. Representing workers, union leaders negotiate wages, benefits, contract language and they represent members in disputes with management over violations of that contract. Essentially, they give a voice and power to workers that, prior to unions, belonged to management exclusively.
For many managers, the union presence and participation causes uneasiness that contributes to the adversarial relationship between labor and management. This article, I hope, will help to relieve the stress of dealing with the union and help leaders to create a positive relationship that will set the foundation for a constructive give-and-take necessary to get things done and keep work moving forward. Moreover, going from adversary to ally establishes the necessary culture for resolving conflict fairly and negotiating the contract in an air of amicability.
Usually, unproductive interactions with unions starts with a contentious relationship between labor and management. This negative relationship leads to management suspicion anytime the union gets involved in a situation. Here’s the rub, when there is a contentious relationship, union leadership is just as suspicious of management. This mistrust and belief that labor and management are on opposing sides fuels continued and more intense acrimony. Here are five rules to live by to ease some of that tension.
Be prepared. Typically, a manager finds themselves in a meeting unprepared to have their ideas challenged and, as a result, respond in ways that makes things worse. Being unprepared is usually the biggest issue. Unprepared leaders are insecure in their position and information. Their insecurity causes unproductive reactions, stammering, shuffling paper, and an unsure demeanor that prevents progress. Think about getting on stage in a filled arena to give a 30 minute talk on a subject for which you have not prepared. The very idea causes anxiety that most people will communicate on stage. Being prepared and expecting challenges will help you relax and be present in the moment. Their challenges will help you either improve your case or make it clear to you that your case isn’t as solid as you thought. Challenges are a good thing.
You are on the same team. In a dispute, the union’s job is to represent their member. They’re job is to be biased, your job is to be unbiased. If you understand their role, their approach won’t offend or upset you. You, the union rep, and the employee are on the same team, seeking the same end, a supportive place to work and be your best. Further, your conduct in each meeting will shape their expectations at future meetings. If you have a bad experience while dealing with this conflict, it could cost you in the next. It is in the leader’s best interest to look for wins for both sides. This will help build a culture of support necessary for any successful team.
The problem isn’t your personal problem. This problem is just a problem you as the manager have to deal with. Leave your biases, people you like and automatic conclusions at the door. Depersonalize your approach and deal with it clinically. Uninvest yourself in the outcome. Separate how you feel about the people involved with the situation and deal with it. Further, don’t take what’s said at the meeting personally, your reaction to a perceived slight will shape a narrative about you that will get in the way of progress.
Meet regularly with your union leadership. Having a good relationship, constant communication and an orientation toward success will go a long way toward your ability to get in front of looming problems. A good leader will get information from both the union leaders and the members. This is also an opportunity to communicate that you are listening to the people you lead.
Confirm everything. When in conflict, ask yourself, “what if what they’re saying is true” then look into it. When you do that you communicate that you are listening and you get to confirm or refute the information you have received to that point. Either way, you have the opportunity to build on your relationship with your union. Listen to the story, validate that you understand what they’re saying, then confirm the story with your investigation and report it back accurately.
Even in a contentious relationship, if you follow these rules, you can begin to build the foundation to improved relations with your union. Their bias will cause them to challenge your information and conclusions, you need to expect this and prepare for it knowing you’re on the same team and remember to not take anything personally and you’ll be fine. More than that, your improved relations will help you deal with future issues that come up.
Yes, this work will take more time than you’d like to give it while about a thousand other things are calling for your time. This process is the reason our court system takes so long, there are legal requirements in court that exist to ensure the system gets it right. A work conflict can be treated the same way. Remember that while you have other things you have to do or would rather be doing, to them, this issue is just as important as anything on your calendar.
No system is perfect, they all have flaws, and no story is ever complete no matter how much you like or dislike what you hearing. You demonstrate your chops as a leader by how you respond to conflict and how you treat people when there is no conflict. If you can be objective, impartial and prepared you will communicate a confidence that is calming to people around you and you will be seen as a leader and you will SOAR!
William A. Brown
August 11, 2019
https://en.wikipedia.org/wiki/Labor_unions_in_the_United_States
