5 Keys To Winning Your
(Plus 2 Things You Think Are
Important That Aren’t)
Phillip B. Wilson
LRI Management Services
Broken Arrow, Oklahoma
5 Keys To Winning
Your Union Election
(Plus 2 Things You
Think Are Important
Phillip B. Wilson
LRI Management Services, Inc.
Broken Arrow, Oklahoma
Copyright 2006 LRI Management Services, Inc.
All rights reserved.
Printed in the United States of America
No part of this publication may be reproduced, stored or
introduced into a retrieval system, or transmitted, in any form,
or by any means (electronic, mechanical, photocopying,
recording, or otherwise), without the prior permission of the
publisher. Requests for permission should be directed to
email@example.com, or mailed to Permissions, LRI Management
Services, Inc., 7850 South Elm Place, Suite E, Broken Arrow,
Table of Contents
Union Avoidance: 5 Keys to Winning
Your Union Election
Table of contents iii
The First Key: An Organization Issue 5
The Second Key: Do I Need a Consultant? 8
The Third Key: Define the Roles 13
The Fourth Key: Develop Your Team 17
The Fifth Key: Maximize Your Weapons 20
Sidetrack 1: Union-Specific Experience 25
Sidetrack 2: Win Rates 29
About the Author - Publications 31
iii Union Avoidance
The First Key
This Isn’t A Union Issue – It’s An Organization Issue
If you are reading this book I can probably guess a few
things about you. First, you are either in the middle of
(or about to be in the middle of) an NLRB union
election campaign. Second, you have basically no time.
And third, you are not an expert in labor relations – this
is probably the first (and hopefully the only) time you
will need a book like this. That is why this book is
constructed the way it is.
This brief book covers 5 keys that I have found work.
I’ve learned them in over a decade of winning union
elections on behalf of companies across the country.
The keys are fundamental – no matter what industry,
region or company size, these ideas apply to your
I present each key first. I follow each key with a
question you should ask any consultant who wishes to
work with you during your campaign. Each question is
answered, along with a brief comment about answers
you can expect from a consultant who you might want
to think twice about hiring. So let’s get started.
5 Union Avoidance
Key 1: Understand that this isn’t a union issue
– this is an organization issue.
Question 1: What is your basic philosophy
about winning union elections?
This is the most important key. If you get this right a
lot of your strategy will fall into place. Whether you use
a consultant or not, it is critical to understand that you
are not facing a union issue. The union is merely a
symptom. Instead you are facing an organization
Your employees seek representation from outside the
company for a reason – they didn’t just wake up and
decide they wanted to be in a union. Your organization
has driven them to that conclusion. Your job is to find
out why, and to fix it.
Many consultants look at organizing campaigns as a
“zero-sum” game between the union and the company.
It is all about the numbers. They focus on all the
negative things they can say about the union. They
teach managers and supervisors new dirt on the union,
or artful ways to ask questions to skirt the legal lines in
These consultants spend little effort evaluating
managers, digging for root causes or trying to build the
capacity of the organization to deal not only with this
negative union organizing event, but any other
The First Key: This Isn’t A Union Issue 6
negative event in the future. They leave the company
in exactly the same place they found it, except
hopefully without a union. Sometimes they leave it
worse than when they found it.
Our response is different - and effective. Our focus is
developing your organization's capacity to deal with
employee relations issues – whether union-related or
not – as they arise. While our clients win their
elections, that is not the important metric.
Instead, the metric we measure ourselves on is
whether these clients are ever petitioned again. Here is
how we do there: in my career I have only had 1 client
receive a second petition (we won that election too,
and you should call me sometime to hear the story –
which is too long to include here – but suffice it to day
that it was a unique situation).
So ask your potential consultant about their philosophy
about campaigns. If they spend all their time talking to
you about tactics for beating the union and very little
time talking about developing your management team I
would keep looking.
You will spend thousands of dollars on you union
election campaign – you have very little choice about
that at this point. What you do have a choice about is
whether your organization will be improved after that
investment. If you choose a consultant wisely it will be.
7 Union Avoidance
The Second Key
Do I Need a Consultant?
Key 2: Identify whether you need a consultant
in the first place.
Question 2: Do I need a consultant?
Want to see a consultant squirm? Ask them this
question right off the bat: “Do I need a consultant?”
Poor consultants will hesitate briefly (from shock) then
quickly recover and start into a sales pitch.
An honest consultant will tell you up front that they
don’t know whether you need them or not – and start
helping you evaluate your situation. The fact is that
many times the honest answer to this question is, “No.”
So you can tell a lot about your consultant by how they
answer this one.
There is really only one valid reason a company should
hire a consultant: to deliver a business result that could
not otherwise be delivered by the talent or resources
currently available. This means you must evaluate both
your current organizational capacity (in terms of talent,
available time, etc.) as well as the abilities and skills of
The Second Key: Do I Need A Consultant? 8
In what situations is a consultant valuable? First, if your
company cannot devote at least one experienced, full-
time person to your campaign you should consider
hiring a consultant to manage your campaign. An
outside consultant can focus almost entirely on your
organization’s issues and the decision of the voters.
The consultant will help you communicate legally and
effectively, but won’t be consumed by the legal issues
(more on the difference between consultants and
This focus helps to keep company managers and
supervisors paying attention to persuading voters
instead of just avoiding legal problems. A campaign
manager will keep managers accountable and ensure
that the campaign stays on track. Many times failures
at this basic “blocking and tackling” is where elections
Second, your consultant may actually deliver captive
audience meetings or meet directly with employees.
This type of consultant (called a “persuader”) will be
your spokesperson during the campaign. This role is
especially useful in campaigns where there is nobody
within the organization who has the skills or the time to
act as the management spokesperson during company
“captive audience meetings.”
There are numerous situations where a “persuader” can
be useful. Sometimes there are language or cultural
barriers (it is common today to have mainly Hispanic
employees led by managers who speak very little
9 Union Avoidance
Spanish). Other times emotional issues make local
management unable to effectively handle the meetings
(where, for example, employees don’t respect or are
very angry with local management). In these cases and
outside facilitator can be a huge advantage.
By the way, here’s a bonus question. If you are
considering hiring a “persuader” ask to see a copy of
their last LM-20 form. If they don’t know what you’re
talking about or won’t let you see it, do not hire them.
By the way, you can check their forms online at:
Finally, a consultant is likely to have been through
many more campaigns than most labor attorneys. This
gives them more opportunities to see what works (and
learn what doesn’t). Most people are quite surprised to
learn that the most active labor attorneys in America
only handle 1 or 2 NLRB election cases a year (our firm
has tracked these numbers for more than a decade –
the top 100 most active attorneys are recognized each
year by our firm based in part on these statistics)
The average labor attorney doesn’t even handle an
NLRB election once a year (they work primarily on
negotiations, grievance handling and these days quite a
bit of employment law work completely unrelated to
unions). A consultant who handled that few cases
would soon be out of the consulting business. So a
consultant can be a great reserve of experience that
The Second Key: Do I Need A Consultant? 10
your managers can draw on during the campaign. This
by the way is why a labor attorney who isn’t confident
in his or her knowledge or ability will often tell you not
to talk to consultants. This is bad advice.
Even if the only reason you are talking to the
consultant is to find out if he knows something about
the union you are going up against or has some
creative ideas for your campaign, you should talk to
them. The consultant will understand that you are
already represented and an ethical one will still help
you however they can without interfering with that
relationship. Usually you will get some great ideas to
use in your campaign, even if you never do business
with the consultant. Sometimes you might even decide
that the advice is worth paying for. Either way, you
owe it to yourself to at least hear what they have to
You’re an adult – if you feel like the consultant is
unethically trying to cut the legs out from under your
attorney tell them so and stop taking their calls. But
don’t let a self-conscious attorney prevent you from
exploring every possible avenue to win your election.
The best attorneys will encourage you to leave no
Not every campaign needs a consultant (more
contrarian advice from a consultant – what can I say,
the truth hurts sometimes). Many of our clients do not
use consulting advice from us or any other firm. We
11 Union Avoidance
actively discourage it in some cases. The key is to
evaluate your situation carefully.
Do you and your management team have the time and
expertise to run an election campaign? This is often the
key bottleneck since you can’t just stop your business
for a month – although it seems like you do sometimes.
Are there emotional issues that might be better dealt
with by a facilitator from outside the organization? Are
there language or cultural barriers that can’t be
overcome in such a compressed timeframe? These are
the types of situations where a consultant can “force
multiply” and provide huge value.
The Second Key: Do I Need A Consultant? 12
The Third Key
Define the Role of Your Consultant – and Attorney
Key 3: Define the role of your consultant – and
Question 3: What’s the difference between an
attorney and a consultant – do I need both?
You probably have a labor attorney by now and you will
probably rely on him or her for a lot of direction. That is
a great place to start (if you don’t have one then you
should get one – immediately). But I wouldn’t stop
Many companies are surprised to hear this advice –
especially coming from me (I am an attorney). They
think that once they have a labor lawyer hired they can
just put everything in his or her hands and they’ll be
fine. Normally this is not the case.
I started out just practicing law and I am still licensed
(but no longer represent clients in legal matters – after
all, attorneys refer us a lot of business). Therefore I
think I am pretty objective about this subject. You
should get your legal advice from an attorney and your
campaign advice from your consultant.
Lawyers – especially the good ones – look at the world
through a different set of eyes (3 years of law school
13 Union Avoidance
does that to a person). And union elections definitely
raise a huge number of legal questions that should be
dealt with by your lawyer. However, when it comes
right down to the ultimate decision of voters in a booth,
being a lawyer can be a disadvantage.
Lawyers tend to rely on logic and argument to win the
day – that, by the way is why they are good lawyers.
However, many times it is emotion and feelings that
win union elections. In some rare cases you will find an
attorney who is great at both roles. But my personal
observation is that more lawyers think they are great at
both roles than actually are.
So what will a consultant do that an attorney doesn’t
(sounds like the beginning of a bad joke…)? Their focus
will be much different from your attorney – which is a
good reason that the role is sometimes split, especially
in cases where there are a lot of legal issues.
Unfortunately many times a lawyer, who is ethically
bound to try to keep his or her client out of legal
trouble, will keep people focused on what they can’t do
more than what they should be doing.
Also, most lawyers don’t do “persuader” work (I don’t).
If you need someone to speak on your behalf (see key
number 4 below) then you will have to hire somebody
other than your attorney. Even if your attorney does
“persuader” work I would be very reluctant to have him
or her play both roles – it is likely that their “persuader”
work could become subject to a legal charge, in which
The Third Key: Define the Roles 14
case they may not be able to represent you as your
attorney if the case goes to hearing.
So when you ask a consultant about the difference
between them and a labor attorney you want to hear
them talking about how they play a different role from
an attorney and how their work complements that of
the attorney. If you can find a consultant who has
already handled a few campaigns with your attorney
that is also a good sign.
A consultant who answers by telling you that you don’t
need an attorney, or who suggests doing your legal
work in addition to the consulting work is probably not
very good at either role.
One last point here, which I hate to say but I am
compelled to do it because I want to be completely
authentic with you: some lawyers will give you bad
advice about consultants. There are two reasons. The
first is that an attorney who lacks self-confidence may
see the consultant as a threat and not want the
competition. Even worse, some attorneys aren’t
interested in winning your election because they stand
to make a lot more money if you have a union (on
contract negotiations and arbitration cases) than if you
By the way, here is a trick you can use to make sure
you are getting the best effort from your attorney or
consultant. Tell them that their last billable assignment
from you is this election if they lose (although if you
15 Union Avoidance
suspect you’ve hired someone who is throwing your
election you should fire them immediately). You will
definitely have their full attention during the campaign.
I want to stress that people who practice like are an
extreme minority of the labor bar – but they are out
there. The vast majority of attorneys I know try to win.
But occasionally a lawyer will put out less than 100%
effort with an eye on a steady stream of contract
negotiations and grievance cases.
If your attorney tells you not to talk to consultants even
though you think it might be a good idea to get another
opinion, keep your radar tuned into whether one of
these two issues might be in play. You deserve, and
should demand, the very best legal advice and a clear
commitment from any professional service provider to
do everything they ethically can to win your case.
The Third Key: Define the Roles 16
The Fourth Key
Hire A Consultant Who Will Develop Your Team
Key 4: Only hire a consultant who counters
your weak areas – and limit their scope to that.
Question 4: What role will my management
team play in your strategy?
This is another important issue, related to the first
question. You want to see that the consultant plans to
identify and capitalize on the strengths of your current
management team during the campaign. You also want
to hear evidence that they will limit the scope of their
interaction with the organization to only those areas
where the organization has limits.
Let’s face it – your goal in hiring a consultant is not to
be married to them for the rest of your career. Many
consultants want you to do just that – marry them to
Instead you should look for a consultant who will
actively look for opportunities to empower your current
leadership group to handle as much of the campaign
issues as they can. In this way your consultant will
leave as small a “footprint” on the organization as
possible. When the campaign is over, or shortly after
17 Union Avoidance
that, your management team should be able to operate
just fine on their own.
If you happen to hire a “persuader,” this will be very
difficult to accomplish. That is because the outside
consultant will be interacting regularly with employees
during the campaign. In most cases it is a good idea to
come up with some limited role for the “persuader” to
play after the campaign as the local management team
tries to re-build relationships with the employees in the
This, by the way, is why I only recommend
“persuaders” as a last resort. Not because they are
ineffective (they are very effective), but because
sometimes they can be too effective. When they leave
it can be very difficult to keep the momentum built up
during the campaign going forward.
You need to strike a balance between winning your
election and leaving the organization capable of
handling issues after the vote. Thus you should look for
a consultant who is sensitive to these issues of
capability. You ideally should hear your consultant
talking about training managers on how to do a better
job of communicating, or how to handle employee
A consultant who talks only about what they will do
during your campaign is mainly focused on themselves
– and will be focused on what work you can give them
The Fourth Key: Develop Your Team 18
after the election instead of on how to develop your
19 Union Avoidance
The Fifth Key
Maximize Your Primary Weapons
Key 5: Maximize use of your two primary
weapons: captive audience meetings and data.
Question 5: What communication tools do you
use during campaigns?
You have two main advantages over the union in your
campaign: captive audience meetings and publicly
available data on the union. To make certain that you
win your election you should use both weapons to their
The number one advantage companies have over
unions during election campaigns is access to voters.
Simply put, you can compel employees to listen to your
campaign messages, while the union can only ask for
people to listen to theirs. For this reason it is imperative
to conduct numerous captive audience meetings during
the course of your campaign.
The best research in the field (and this was conducted
by a pro-union researcher from Cornell) suggests that
management wins union elections proportionally based
on the number of captive audience meetings held. It is
beyond question that you should hold a minimum of 5
meetings during your campaign.
The Fifth Key: Maximize Your Weapons 20
In addition you should consider how you will deliver
information during those meetings. This will sound self-
serving (it is) but there is no better way to deliver your
captive audience meetings than with video – even if
you are using a “persuader” consultant to conduct your
There are 4 reasons video is superior to any other
method of communicating your campaign message:
1. Video is persuasive. Simply put, employees
believe what they see on television much more
than if it is delivered during a speech. Unless you
use a “persuader” your spokesperson will not be
a professional speaker. And even “persuaders”
are unable to match the persuasive power of
video. You can communicate more information,
more effectively on video than any other way.
2. You can’t credibly be the “good cop” and
the “bad cop.” In your campaign you must
communicate two messages effectively. First,
that unions aren’t all they’re cracked up to be
and in many cases their interests directly conflict
with those of their members. This is playing the
“bad cop” in your campaign. Second, you must
communicate a positive vision for your company
and explain why working directly together is
superior to working through a third party. This is
the “good cop” message. From a credibility
standpoint it is impossible to deliver both
21 Union Avoidance
messages effectively at the same time. This is
why political candidates are never on screen
saying bad things about an opponent – they
save that for political commercials and mailings
from the “campaign committee” and not the
candidate himself. Think about that as you start
rehearsing the speech written by your attorney.
3. It allows you to focus on positive
leadership. Because your primary goal during
the campaign is to build organizational capacity
to handle employee issues in the future, you
should spend your time working on those skills
instead of trying to learn every possible detail
about unions. Those are details you will never
need to know again if you do a decent job
during the campaign. Instead of investing all the
energy needed to deliver this information (in a
way that is vastly inferior to video anyway),
instead let the videos communicate everything
you need to say about unions to free you or your
consultant up to discuss the positives of the
4. Legally it is the only way to prove what
was said in your meetings. Because captive
audience meetings are so powerful, it is common
for unions to file unfair labor practices about
what was said in the meetings. Video is the only
tool we have to prove exactly what employees
saw and heard during captive audience
meetings. It becomes the most reliable and
objective proof of what employees were told.
The Fifth Key: Maximize Your Weapons 22
Even in cases where a union alleges that what
was said before or after the video was unlawful,
often what was said on the video can help
disprove the union’s trumped up complaint.
If you haven’t already considered video, you owe it to
yourself to at least take a look at the video resources
One other important advantage you have is all the
publicly available information available on unions that is
available today. There are a lot of websites and blogs
out there that can turn up great information you can
use during your campaign. Here are four I recommend:
1. The DOL Public Disclosure Room: This is the
Department of Labor’s site. Since 2003 the DOL
has kept online copies of the financial reports for
all unions that it has on file. Here you can look
up these reports and print them off on your
computer. They often contain a lot of valuable –
and surprising – evidence to use against the
union’s arguments during a campaign. It is a
free service (well, so long as you don’t count
your tax dollars):
2. The National Legal Policy Center: I have
written on union corruption for this group and
they are a top-notch policy group out of
23 Union Avoidance
Washington, D.C. They have a labor
accountability project that tracks all the union
corruption around the country. It is sorted by
union and is very compelling information to use
during a campaign. You can find them here:
3. UnionFacts: This is a relative newcomer on the
block, but they are delivering tons of great
information (including hilarious newspaper ads
and TV commercials that you can view right on
the site). This is obviously a very management-
oriented site, but its content is completely
factual and very well done. A great place to
point company-supporters during your
4. LRI Online: Last, but certainly not least, is our
data site. This one is not free, but we have
tracked information on election results, petition
activity, unfair labor practice charges, strikes and
much more for every union in America since the
early 1990’s. Just about every major labor law
firm and consulting firm in the country uses our
data in campaigns. You can find out more here:
The Fifth Key: Maximize Your Weapons 24
BONUS: 2 “Sidetrack” Questions
2 Questions You’ll Want to Ask – But Shouldn’t
Those are the 5 keys to winning your election. But I
promised two other “bonus” questions. These are
questions you would probably ask your consultant that
are likely to steer you completely down the wrong path.
Plus I suggest some different questions that will give
you much better answers. Here they are:
Sidetrack 1: Have you ever run a campaign
against [insert your union name] before?
This is the most common first question from clients. It
is usually the first question from labor attorneys, who
should know better. The assumption is that if you have
run a campaign against the same union before that you
are more likely to win against them in this campaign.
It’s not true – in fact, if anything the reverse is
probably true. Let me explain.
Union campaigns are a paradox: every one of them is
the same, and every one of them is different. What I
mean is that in every union campaign you will be
dealing with the same sorts of issues. There are certain
topics about unions you must discuss (like collective
bargaining, dues, strikes, etc.). There are other topics
about the company you will discuss (our preference for
working together, how we can improve communication,
25 Union Avoidance
how the union’s promises are inconsistent with our
The basic outline of most campaigns follows a similar
path, independent of whatever union or even what
industry you are in. This is how our video program –
which does not focus on any particular union – has
been able to win well over 90% of the time in
thousands of campaigns. No law firm or consulting firm
has been involved in even a fraction of the cases we
have – and many times the only tool a client uses is a
“generic” video program.
That, of course, is part of the paradox. The “generic”
video program isn’t generic at all. It is full of
information about unions that applies to every union,
including the one involved in your campaign. Unions
can’t effectively argue that they are somehow different
or better, because they’re not. They all have to follow
the same rules and it is those rules you discuss in
That is not to say that specifics aren’t useful. Of course
they are. There is little more satisfying than being able
to roll out a great “smoking gun” document that shoots
down a union claim using data on their very own local-
specific information. But we have a tendency to place a
vast amount of importance on union-specific
information without proof that it makes any difference
Bonus: 2 “Sidetrack” Questions 26
If you draw up your very own consultant from scratch,
you would probably come up with someone who used
to work for the same union local that is now trying to
get in at your company. Makes a lot of sense – they
would know all the players, probably have a lot of
“inside scoop” on the union and would have instant
credibility when talking about how that union does
things. But this is probably a bad choice.
I have seen situations like this (in more than one
campaign) where the union uses this same “inside
scoop” tactic against the consultant. In many cases
they will make up stories about what happened in prior
campaigns or when the consultant worked for the
union. Things that can’t be proven or disproved but
that stain the consultant’s credibility and place him or
her front and center in your campaign. You would
prefer, if possible, for your consultant to be anonymous
– the last thing you want is for your consultant to
become a campaign issue.
If that is a bad question, what is a better alternative?
Instead of focusing on your consultant’s inside
knowledge of a particular union, ask them about
strategies they use to identify union-specific examples
of the general claims made in campaigns. Also ask
them about what they do to avoid becoming an issue in
These are much more important questions than
whether they have ever had a campaign against a
particular union or, yes, even in a particular industry. I
27 Union Avoidance
have run campaigns in just about every type of
company, and other than logistics there aren’t that
Bonus: 2 “Sidetrack” Questions 28
Sidetrack 2: What’s your win rate?
This is another question companies love to ask that is
essentially useless. That is because it is impossible to
verify. It’s like relying only on the references that
someone puts on their resume when doing background
checks. Honestly, who is going to tell you about that
one co-worker who always thought you were a jerk?
Consultants and attorneys have a tendency to forget
election losses or to rationalize reasons why they aren’t
responsible for a loss. Heck, most of the time they are
probably right. But the bottom line is there is no way to
verify their claims.
If win rates are important about the only way to verify
it is to use our databases – which track every election
case in the last 15 years – and compare those statistics
to the list of elections the consultant or attorney says
they’ve run. But of course that assumes that you get a
complete list. If not, you are just verifying the
I don’t tell you this because my win rate doesn’t
compare favorably to other consultants. I personally
have only had one election loss in a certification
election and only 3 others in decertification cases. Each
of those has their own story and I could probably
justify not counting them toward my record. My point is
that there is no way you can check on whether what I
am saying is true or not.
29 Union Avoidance
A more important question is whether the consultant
has ever had a client face a second petition after they
handled a first election for that same client. A poor
consultant will even brag about these cases – they
think it shows how they can win even the “loser” cases.
If they are proud of these second election cases
(assuming they ran the first one) they don’t get the
organization development part of this business at all.
They are a tool, not a consultant.
The answer to this question tells you more about how
the consultant leaves the organization after a campaign
(although I will admit that in some circumstances a
union is going to file petitions year after year no matter
how good a job the company does). You should also
ask for client references so you can speak to actual
clients about the consultant’s work (again, a biased
sample, but at least you get to talk with someone).
I hope you have found this eBook of value. If you have
any questions about your upcoming election or need
help locating a professional consultant for your union
organizing campaign please do not hesitate to contact
me. You can reach me via email at firstname.lastname@example.org
or at 888-435-0002 ext. 202. Good luck with your
Bonus: 2 “Sidetrack” Questions 30
About LRI Management Services, Inc.
LRI Management Services is a full service labor
relations consulting firm dedicated to the operational
freedom, workplace tranquility and profitability of our
clients. It is a division of Labor Relations Institute,
founded in 1978.
About Phillip B. Wilson
Phillip B. Wilson, Esq. is the founder and Principal of
LRI Management Services. He is a nationally
recognized labor and employee relations authority.
Prior to joining LRI, Mr. Wilson represented
companies nationwide with the Chicago law firm
Wessels & Pautsch, P.C. Mr. Wilson assisted clients
in all areas of labor and employment law including
union representation matters, collective bargaining
negotiations, arbitrations and decertifications. Mr.
Wilson was also Director of Human Resources for a
$65 million annual revenue gaming corporation
employing over 1,200 people.
Mr. Wilson received his Juris Doctor degree from the
University of Michigan Law School. Mr. Wilson
completed his undergraduate degree magna cum
laude, Phi Beta Kappa, from Augustana College.
Mr. Wilson is the author of numerous books for both
unionized and non-union employers. He has also
written numerous articles and book chapters relating
to a broad range of workplace issues. Mr. Wilson
has been invited to testify before Congress numerous
times on union financial reporting and labor law
reform. Mr. Wilson is admitted to the Illinois Bar and
31 Union Avoidance
is a member of the American Bar Association, the
Society of Human Resource Management, the
Industrial Relations Research Association and a
number of other professional organizations.
Other Publications by Phillip B. Wilson
The Next 52 Weeks: One Year to Transform Your
Company Into an Employee Relations Leader,
Broken Arrow, OK: Labor Relations Institute
Managing the Union Shop, Broken Arrow, OK:
Labor Relations Institute (2003).
How to Investigate Grievances, Broken Arrow,
OK: Labor Relations Institute (2003).
Model Contract Clauses, Broken Arrow, OK:
Labor Relations Institute (2004).
Model Reprimands for the Union Shop, Broken
Arrow, OK: Labor Relations Institute (2004).
We Won Our Election, Now What? Broken Arrow,
OK: Labor Relations Institute (2002).
The Case For Reform of Union Reporting Law,
Washington, D.C.: Labor Policy Association
Union Corruption and the Law: Toward a Unified
Framework for Reform, Falls Church, VA: National
Legal and Policy Center (2006).
Current Section 13(b) Exemptions From the
Overtime Requirements of the Act in The Fair
Labor Standards Act in The Fair Labor Standards
Act (Chapter Contributor, Ellen C. Kearns, ed.,
Washington, D.C.: The Bureau of National Affairs)
About LRIMS – About the Author 32
What To Do Next
LRI Management Services offers a “30 Minute
Employee Relations Tune-Up” which we conduct
over the telephone with you and your top staff
members. Here is what we accomplish together
in this fast-paced, no-nonsense session:
• Difficult employees: One or two bad ones
can tank your company. But a borderline
problem can be quickly and easily corrected –
so long as you know what critical misstep not
to take. Phillip Wilson walks you through our
three-step process (which takes literally about
six minutes) and shows you exactly how to
carry this out in no more than 1-2 weeks.
This will immediately enhance your
effectiveness as an executive and can literally
transform your employee relations
• Union vulnerability: Lying awake at night
worried about whether a union organizer is
making headway with your employees?
We’ve helped hundreds of clients clear this
hurdle with three specific strategies. Plus
we’ll give you a script for hitting this problem
head-on – without having to fear potential
• Communicating a positive vision: You’re
all too familiar with how easily employees can
33 Union Avoidance
ignore all the good things your company
provides while constantly focusing on the
negative. We’ll show you three strategies you
can implement immediately to help you
quickly and easily get credit for the hard work
you do to create a good work environment.
The 30 Minute Employee Relations Tune-Up is
conducted by the principal of our company,
Phillip Wilson, who has worked with hundreds of
companies in the U.S. and Canada to transform
their workplace This consultation is not a thinly
disguised sales presentation; it will consist of the
best intelligence Mr. Wilson can supply in a thirty
minute time span. There is no charge for this
call, but the call must be strictly limited to 30
Your call will normally occur about 2 weeks of
your request for an appointment (if you have an
extremely urgent matter Mr. Wilson will
sometimes be able to fit in consults sooner than
this if your team is flexible with its schedule). To
secure a time for this consultation, please
call Lisa Erwin at 800-888-9115 or email
email@example.com and she will advise
you regarding available time slots. She will also
provide you with a pre-consult questionnaire that
will prepare both you and us to get maximum
value in the shortest amount of time.
About LRIMS – About the Author 34
The Next 52 Weeks
One Year to Transform Your
Company Into an Employee
The step-by-step, easy to implement plan proven to
transform the most negative employee relations
environments, written by nationally recognized
employee relations expert Phillip B. Wilson.
Only $39.99. Order your copy by going to
relations-books.html or call (800) 888-
9115 for your very own copy of this great
tool for improving employee relations at your
35 Union Avoidance