An exciting opportunity for change presents itself when you examine the employees’
reasons for the union’s involvement in the first place. Our research
and shop floor experience identify 3 primary reasons for unionization.
• job dissatisfaction or employees unable or unwilling to become
positively engaged with their work,
• quality of the relationships [lack of dignity, open and honest
communications, transparency in all dealings, recognition, etc.]
among Front Line Leaders [supervisors] or managers and employees,
• treatment of employees, usually by senior management, that leads
to a pervasive negative atmosphere characterized by a lack of trust
and respect; by treating employees as children and not adults; and,
behaving as though people are human machinery. This becomes a
culture of disharmony and dissatisfaction; and a precursor to union
These reasons [and others unique to one’s own business Values, practices
and workplace culture] cause employees to believe that their needs could
only be met through their perception of the influence and negotiating prowess
of a trade union. Employees believe there is no other way to receive equitable
We will provide an overview of Positive Employee Relations™ and a more detailed
presentation about a unique approach to decertification. To be very clear,
at the outset, the decision to unionize and the decision to remove the union
[decertification] is in the employees’ hands — it is their decision! Positive
Employee Relations™ is in management’s hands. Management must sponsor
it, maintain it and train their managers [regardless of level] to follow
its principles and practices at all times. In many cases Positive Employee
Relations™ will likely be new to your organization. It will replace the thinking,
behaviours and decisions that many managers have made in the past,
which led to the union in the first place.
Note: For individual chapters, please scroll down the page to the request form
About The Book
Based on 30 years of international experience—in coaching and management consulting—Lloyd Field puts his Leadership Coaching Model into this highly principled and very readable book. The gist of the book can be highlighted by the following quote:
Transformational leadership is not about the position one holds, but rather the actions taken to improve opportunities for development of self and others."
What society will always need are leaders willing to be challenged by new ways of thinking and managing. Coaches do not tell leaders how they should lead or manage. Rather, the coach assists them to reflect critically on their own intentions and behavioural choices.
On an individual level, this critical reflection results in informed decisions that influence actions to continuously improve one’s behaviour and performance. This can best be accomplished by challenging today’s leaders to appreciate the transitional role they can play in shaping the next generation of leaders.
The responsibility for self-development must be left to the leader. There is always an emphasis on actions to improve both management and leadership competencies throughout the organization. Coaches will have a significant impact on what our organizations value and how they inspire leaders to implement the organization’s vision and mission.
Note: For individual chapters, please complete the request form below
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