Forging Unity and Success:

Transforming the sheet metal industry through collaboration and leadership

By / Natalie Bruckner

In the dynamic realm of the sheet metal industry, achieving remarkable success and fostering industry growth relies on labor and management cooperation. Recognizing this fundamental truth, Local 85 and Georgia-SMACNA embarked on an inspiring journey to revolutionize their collaborative culture and communication practices. Through strategic initiatives encompassing regular meetings, enhanced transparency, ongoing education, recruitment endeavors, and the construction of a cutting-edge facility, these organizations have cultivated a profound sense of community and solidarity.

This journey began more than 10 years ago when the relationship between Local 85 and Georgia-SMACNA resembled a cordial yet disjointed dance, lacking the synchronized steps of strategic collaboration. “Not many strategic things were happening back then,” recalls Matt Terek, board member at SMACNA-Georgia and McKenney’s COO.

Recognizing the need for change, Georgia-SMACNA started to bridge the divide. The contractor’s association understood that the first crucial step was aligning the contractors’ goals and agendas. “Instead of entering labor-management meetings with each contractor pursuing different objectives, we aimed to bring everyone together on the same page,” Terek says. “We needed a comprehensive strategic plan.”

Simultaneously, on the labor side, Local 85’s business manager, Steve Langley, was determined to establish open communication channels. “We prioritized opening up the lines of communication and began scheduling meetings with the JCC, our negotiating committee,” he says. “This enabled us to extend contracts, freeing them to focus on securing projects while we prepared for challenging negotiations. Our negotiation meetings decreased from 21 in 2012 to just five or six in 2021.”

By creating strong lines of communication, both labor and management were suddenly able to address concerns promptly and establish a great deal of trust through this proactive approach to problem-solving. Terek emphasizes the importance of proactive communication. “You need to be able to put things on the table and talk through the real issues, rather than waiting for problems to arise,” he says. “It’s about being proactive and reaching out to the labor side whenever we’ve got an issue. Labor forecasts, for example, help our labor partners understand the challenges and opportunities ahead for contractors so the Local can proactively work on these needs ahead of time.”

While labor and management may not always share the same perspectives, establishing open lines of communication played a crucial role in addressing conflicts effectively. However, there was another secret ingredient: having those tough conversations. “It’s about putting all your cards on the table, no matter how difficult those conversations may be, and then holding all parties accountable,” Terek says. “By working together, it’s amazing how you can navigate any issue, and this ultimately builds a deep sense of trust.”

Langley agrees, “I try to be 100% transparent, whether that’s what we spend our membership fees on or what challenges we are facing. There is no question I won’t answer.”

And it isn’t just “on the field” where this relationship has developed. Langley and Terek understood the importance of engaging in social activities as the catalyst for genuine relatability and trust. Langley humorously recalls recent events, saying, “Just recently, we had a cornhole tournament, which was a great success. We’ve even had axe throwing weekends, and no one has had an axe thrown at them—that tells you something. For us, we like to have a good time and get issues dealt with in a friendly environment, rather than adopting the attitude of ‘it’s my way or the highway.’”

Thanks to their relationship, Local 85 and Georgia-SMACNA have also achieved notable milestones in the sheet metal industry. They have successfully captured market share, expanded the number of union members and contractors in their area, and effectively addressed the industry’s recruitment challenges. Terek emphasizes the joint responsibility of labor and management in recruiting for the trades. “For too long, many contractors delegated the recruiting of new apprentices to their union partners,” he says. “However, the most effective firms are those who participate in joint recruiting efforts.”

To attract talent, Local 85 and Georgia-SMACNA proactively discuss labor needs for upcoming projects at regular meetings. They engage in various initiatives, such as organizing job fairs, the Heavy Metal Summer Experience, and offering tours of the Joint Apprenticeship Training Center (JATC). Additionally, they have discovered that advertising in unconventional channels yields remarkable success, such as during Georgia high schools’ football games, which has resulted in a significant increase in inquiries. “We will average anywhere from 125 to 400 inquiries the week following the commercials,” Langley says.

Moreover, the organizations have focused on attracting nonunion contractors, achieving notable success in this endeavor. Langley shares the impressive success story of signing Water Mechanical. “They were a non-union mechanical, and we signed them up to be a union sheet metal contractor,” he says. “We have done such a good job at getting the workforce for them that they have signed up with both UA Locals in Savannah and Atlanta, as well.”

Local 85 and Georgia-SMACNA remain committed to staying ahead and continuously improving. They have recently enhanced their online presence to appeal to younger talent. Recognizing the shift in communication preferences, Local 85 revamped its website to include interactive elements and tailored experiences for different user segments. “Younger people don’t really read, but they will watch a video,” Langley says. “It’s about finding the right ways to educate people.”

For Local 85 and Georgia-SMACNA, building a community is at the core of their mission, exemplified by their newly constructed union facility, scheduled to open in September. The new facility, built with the help of seven SMACNA contractors, will double the size of the existing building and features state-of-the-art amenities, including the first certified TAB lab in the southeast, 40 weld machines, a computer room, a state-of-the-art JATC, and a spacious banquet hall. Langley emphasizes the significance of the facility in showcasing the union’s sense of brother and sisterhood. “We may not always see eye to eye, but we are a big family,” Langley says. ▪

Natalie is an award-winning writer who has worked in the United Kingdom, Germany, Spain, the United States, and Canada. She has more than 23 years experience as a journalist, editor, and brand builder, specializing in construction and transportation. When she’s not writing, you will likely find her snowboarding, mountain biking, or climbing mountains with her rescue dog.

Gripe Versus Grievance

Understanding the distinction between gripes and grievances is crucial, particularly for labor organizations like Local 85. Steve Langley, business manager, emphasizes that a gripe refers to a simple dissatisfaction or complaint, while a grievance involves a violation of the collective bargaining agreement (CBA) or official documents.

In Local 85’s experience, the occurrence of SMACNA-initiated grievances from is relatively low. However, the aim is to prevent gripes from escalating into grievances—a proactive approach the union takes seriously.

On the production side, Langley says the situation is different, with a higher number of grievances. When members raise concerns that fall within the contract, Langley or his agents address them by engaging with the foreperson. If the issue persists, escalation within the hierarchy is necessary. However, when a member is merely griping without any contractual violation, Langley encourages them to focus on their work, recognizing the importance of maintaining a balance between addressing valid concerns and avoiding excessive demands.

Langley’s experience has taught him that people will complain about various matters, but if the matter does not contravene the CBA, it does not qualify as a grievance. Notably, filing a grievance rests solely with the union, with members unable to initiate the process individually. Local 85 assumes responsibility for resolving grievances, ensuring a fair settlement.

Langley’s extensive experience managing major projects in Atlanta has taught him that prioritizing member welfare while adhering to the contract fosters high morale, which he says is crucial for success. By distinguishing between gripes and grievances and taking appropriate action, Local 85 endeavors to create a harmonious and productive working environment. ▪

5 Top Tips For Attracting Potential Union Contractors

Matt Terek, Georgia-SMACNA, shares tips for creating an inviting environment for potential union contractors.

Foster Collaboration: I cannot overemphasise the importance of labor and management working together to create an atmosphere of collaboration. This also helps highlight to potential union contractors that union membership is not an “us versus them” situation.

Build Relationships: Encourage contractors that may be interested in partnering with your firm on a particular project to explore the potential of becoming a union contractor. This is especially important for small minority contractors where you can provide mentoring to help them grow and foster stronger relationships and trust.

Educate on Benefits: Educate potential union contractors on the advantages of being a union contractor. Show them the potential business opportunities that can arise from partnering with larger union contractors who already have established networks and resources. Highlight how being a union contractor can lead to increased credibility, access to specialized training, and potential growth.

Show the Value: Help potential new contractors understand the value to contractor relationships and the benefits of SMACNA. This network can provide significant value through education, technical standards, and industry resources.

Practice Patience: Adding union contractors is a gradual process that requires patience. Understand that it takes time and effort to build trust, overcome misconceptions, and convince contractors of the benefits. Recognize that it’s more of a marathon than a sprint, and be persistent in your efforts, while maintaining a long-term perspective. ▪