Knowledge, Flexibility & Composure

Tips on being an effective NTEU Delegate

Fred Yasso, Curtin University

I am a Lecturer with the Centre for Aboriginal Studies (CAS) at Curtin University in Perth, coordinating the Indigenous Australian Mental Health Principle and Practices Major program (IAMHPP).

I was elected as the NTEU Academic Delegate for CAS in my first year of employment. The previous delegate had resigned from the position. Issues started to emerge within the workplace after I was elected; they are not unique to CAS as I have seen them in other workplaces.

Firstly, there was a lack of trust between management and staff. I acknowledge that the stance between unions and management is mostly adversarial, but no trust in the workplace has a devastating effect on social and emotional wellbeing of our members, which then reduces productivity.

Secondly, I noticed a lack of open and honest communications between workers and managers. Unfortunately for some management teams they decide not to take on the feedback and ignore it, which leads to the eroding of trust between both parties.

These two features of a workplace create an environment that can set back organisation for years if left to fester.

ROLE OF A DELEGATE

As an NTEU Delegate, trying to navigate a workplace where your fellow workers feel untrusted and undervalued is like trying to untangle a fishing line. The new world with COVID-19 is about to bring many changes to all our lives as Delegates and I can see that many of our workplaces may become environments where there is no trust and little open communication.

When reflecting on my own experiences my best advice is to other delegates is to remember: Knowledge, Flexibility and Composure.

KNOWLEDGE

Study not only your Enterprise Agreement but your organisation's policies, in particular any related to HR and Code of Conduct. These are important tools to arm yourself with when you are going to fight for your members.

It may seem strange advice, but over the years I have realised that most management teams don’t take the time to read their own organisation's policy. They often get it wrong – or just make it up – and this information can be used in many ways.

FLEXIBILITY

Pick your battles. As the Kenny Roger’s song goes: You've got to know when to hold 'em know when to fold 'em, know when to walk away, and know when to run.

COMPOSURE

Keep a cool head. Working in mental health for many years has taught me when you get caught up in everything that is going on at your workplace sometimes you lose sight of context and perspective.

Am I reading too much into a situation and missing the context? In reality if this action was done by anyone else would I react the same? Is this really something I am passionate enough to fight for?

Not paying attention can save you many sleepless nights but it also ensures that your actions don’t misfire or you complicate things with collateral damage.

A Delegate who remains calm in the face of the storm is best placed to protect their members from said storm.

... most management teams don’t take the time to read their own organisation's policy. They often get it wrong...