Negotiating collective agreements is the single most critical responsibility for both Management and Union. The process and the results of the collective agreement have the potential to destroy the relationship between the parties. It can also alter how effectively Management can manage its workplace, as well as the Union’s ability to represent the interests of its members. 

Grievances that lead to arbitration are not only financially draining, but the results of the arbitration can have a significant impact on the morale and operations of the organization. In some situations, the win or loss of an arbitration can completely change the culture and the perceived rights of Management or Union. 

Without critical analysis or thoughtful insight, leadership becomes hit and miss. Most leaders underestimate the impact of their influence over their teams; passively agree to goals and objectives that are not aligned with their corporate values and mission; or become too focussed on outcomes while destroying morale. Poor leadership is often at the forefront of disastrous processes. 

Even in today’s ever-changing organizational environment, successful leaders are able to envision a coherent future that doesn’t exist today. Their ability to see beyond tomorrow begins with the process of strategic thinking. Strategic thinkers embrace a broad perspective of their organization, build strategic partners and alliances, and are acutely aware of the trends and developments that impact their present and future realities.

Have you ever wondered what it takes to become a better manager of people? Where do you learn the right skills and how do you put them into practice? Typically, organizations do themselves harm by poor promotion decisions.  Albeit with good intentions, we promote individuals based on strong technical skills but fail to consider the more important attribute - their ability to manage people.

Why is it that even the most successful organizations have difficulty managing in a unionized environment? Unionized employees believe that they can’t be touched, and that if it is not in their existing job description then they don’t have to do it. Sick time is used as an entitlement rather than a benefit and any form of coaching is seen as discipline and therefore challenged.  No wonder, supervisors cringe at the site of the Shop Steward, and freeze in astonishment when an employee says ‘no’ to an instruction and walks away! 

Traditionally, managers use the position-based model of negotiation to manage conflict; however, this simplistic approach creates winners and losers. In fact, mostparties involved perceived that they have in fact lost in some way and have been harmed through the conflict itself and through this process of “who’s right and who’s wrong.” 

Effective communication is a critical component of organizational success. The execution of every organizational strategy begins with a well planned communications process. Learning to communicate effectively is therefore essential to the leader’s ability to achieve organizational outcomes. It is through the communication process that will ensure employee understanding, commitment and motivation.