Character Matters: Earning Respect as a Steward
A steward’s character–their moral fiber and how they conduct themselves–can influence how members feel about and identify with their union more than anything else.
Honesty & Trust
Trust is the foundation for effective unions. Studies show that people are less willing to speak up and work together in organizations with low trust levels than they are in settings with high trust levels. In the context of a Local Union, the lack of trust is like a solvent that erodes solidarity.
According to psychologists, deciding to trust someone is like playing the Powerball. It’s great when you hit the jackpot, but if your numbers don’t hit or you violate the trust someone places in you, you’ve either lost money or a relationship. Now, think about a member who approaches you with an issue. How do you earn their trust?
The most common response from veteran stewards is to be honest. Telling the truth is always the best course for you, the members, and the union. How you handle difficult conversations will define what kind of leader you are. Misleading a member or supervisor ruins your credibility.
Honoring the confidence that someone puts in you is a critical aspect of establishing trust. When representing members, you may learn things about their personal lives that should remain private unless it becomes necessary to disclose them to the employer; otherwise, think of yourself as a sealed vault.
Good Judgment
A significant factor in a steward’s leadership is the extent to which they are informed and knowledgeable about their role, the workplace, and the CBA. Do members seek your advice or opinion on matters involving them? That’s a sure sign they see you as a leader. For new stewards, one-on-one meetings can be intimidating, especially if the person approaching you is aggravated.
In these instances, think of yourself as a detective and ask a lot of questions. Resist the urge to say, “OK, I’ll just take care of it.” The answers to the questions you ask will help you assess whether the member is blowing off steam or if there’s a violation of the CBA or other issues. For the member, having to think through and answer your questions will help them organize their thoughts.
Your judgment will improve as you deal with new and different issues. Taking time to reflect on your experiences – what worked, what didn’t work, your “light-bulb moments” – will reveal what you’ve learned and how you can apply that knowledge in the future.
Consistency
A big part of your job is following up. If you say you’re going to do something, do it. The first time you don’t follow up on something is the last time a member feels confident in coming to you about a problem.
Following up has some practical benefits. A pocket calendar or smartphone app that lets you set time-sensitive duties and reminders can help you stay organized. It’s also helpful to divide tasks into smaller pieces to determine which parts will take more time than others. For example, writing a grievance on an overtime violation may take a few minutes, but sifting through an information request on that same issue will take longer. Managing your time is a significant factor in consistency.
You’re in a Position to Influence Members’ Attitudes
Most people who work in unionized workplaces usually have some general attitude about unions before they begin their job. Conversations with family members and friends combined with news and social media create perspectives that excite some people to be part of a union, leave others indifferent, and make some downright opposed to them. Unfortunately, you don’t have much control over these things.
What you do has a lot of influence over is how you conduct yourself as a steward, and that makes all the difference in a member’s specific attitude about their union. Stewards who are honest and trustworthy, use good judgment, and follow through on their commitments earn the respect of their coworkers and management.