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By / Sheralyn Belyeu The COVID-19 pandemic thrusted the world into an economic and social maelstrom, disrupting even the most basic organizational practices. In normal times, professionals succeed by focusing on a few central priorities, but today’s leaders must cope with constantly shifting health and market forces. Every day, they face unprecedented problems that are simultaneously urgent and important. Seasoned leaders flourish in the chaos by transforming the industry as they go. Put the Industry First Focusing on the overall industry transforms negotiations for Local 36 and SMACNA-St. Louis. “When an issue comes before the Labor Committee, we talk it out, agree upon a solution, and then we vote on it,” says Butch Welsch, Labor Committee chairperson for SMACNA-St. Louis. “I don’t think we’ve ever had a vote that was other than six to nothing. Basically, we work it out first, and then we vote.” Local 36 Business Manager Ray D. Reasons III, knows that Welsch puts the industry first. “I trust Butch,” Reasons says. “And I think he can trust me. When I have an issue come up, I know how it will affect my workforce, but I always think about how it will affect the contractors. I don’t want to do something 6 » Partners in Progress » www.pinp.org
that’s going to make it hard for them to bid work, because if they’re not getting the jobs, who are they employing?” When early pandemic shutdowns threatened benefits in Cleveland, Local 33 and SMACNA Cleveland took the same big picture approach. “Imagine if a SMART member was out of work and didn’t qualify for health coverage during the pandemic,” says John Sindyla, chapter executive of SMACNA Cleveland. “We had an emergency Friday afternoon call with our trustees and changed the benefit requirements to make sure that every member in our district was taken care of.” Timothy Miller, business manager for Local 33 in Cleveland, agrees. “When we walk out of a room, it’s not about what’s best for the contractors or what’s best for the union,” he says. “It’s about what’s best for the industry.” Start Small Huge changes are necessary to survive a crisis, but changes that are too abrupt will founder. Welsch urges leaders to start with small adjustments and build up. “We have quarterly meetings between the SMACNA-St. Louis Labor Committee, and Local 36,” he says. “We get the little stuff out of the way, so when we sit down to talk about the contract, we don’t spend
