Some early reviews from readers of The Union Steward's Complete Guide
"The Union Steward's Complete Guide is great. It's easy to read and filled with solid, practical advice. We use it in all our training classes, for new stewards and old pros alike." Bill Barry, Director/Labor Studies, Dundalk (Md.) Community College.

"This book really helps me in my steward work at the Post Office. It's fun and easy to read and full of 'real-world' advice. It gives me tips and strategies I can put right to work. And the photos are a riot!" Eddie Beaver, Steward and Chief Trustee, APWU Local 130

"I strongly recommend The Union Steward's Complete Guide to any union in this country which takes steward education seriously. The Guide contains a wealth of user- friendly information which is especially useful to new stewards and other union representatives. It is effectively written, attractively laid out, and covers the entire terrain." Robert M. Schwartz, author, The Legal Rights of Union Stewards

"I love it! This book is a must for every steward. It's like having your own private mentor. Every problem is discussed in a way that's easy to understand." Kem Hart, area steward, IFPTE Local 1

"The Union Steward's Complete Guide is exactly that -- COMPLETE. It covers everything a shop steward might need information about. It is very well done." Mike Drake, Vice-President (GT Unit), CWA Local 9510


From the Author
This book is designed to help those who help: the hundreds of thousands of union stewards across North America who serve their co-workers and their unions by taking on the burdens of workplace leadership. Stewards are critical players in the success or failure of their unions. Unlike any other union leaders, they are in day-to- day contact with the membership and are in a unique position to be on top of what's going on in the workplace -- whether the employer is abiding by the contract and whether the union is effectively responding to workplace problems.

To most workers, their steward is the union. The steward is the only union presence the workers see day to day, the only personal contact they have with the union unless -- don't hold your breath -- they come out to union meetings. In a very literal way, unions simply could not function without stewards.

This book will help those new to the stewards' ranks understand the vital importance of their mission and the basics of their role, and provide them with advice and counsel to make more manageable the demands on their skills, time and energy.

And it offers more experienced stewards the opportunity to learn new ways of handling old problems: different approaches, tactics and strategies that can help on everything from winning grievances to avoiding burnout.

The Union Steward's Complete Guide is based largely on material previously published in Steward Update newsletter, the bi-monthly education and training guide offered since 1989 by Union Communication Services of Washington, D.C. More than 1,000 local unions subscribe in bulk to the newsletter today and give copies to their stewards across the United States and Canada. Some 40,000 stewards see each issue.

The goal of this book is to provide aid, comfort and tactical ammunition to the labor movement's front-line troops, its union stewards. I hope it will help strengthen the labor movement while it pursues its vital mission. Employers of all stripes are making things harder than ever these days for workers who are organizing and fighting to improve their lives. From the huge international conglomerate to the small independent operator looking to make his first million bucks, to the public employer who has decided contracting out is the road to taxpayer approval and thus re-election, the need for a strong, militant and united labor movement has never been more felt. The only thing standing between unfair employers and their workers are unions, and without dedicated and trained stewards, unions cannot succeed.


From the Back Cover
What they're saying about Steward Update newsletter, on which The Union Steward's Complete Guide is based:

"My local has subscribed for our stewards, all 250 of them, since 1989. I can't tell you how much Steward Update has done to strengthen and build our union. It's great." Clay Bowman, President, UFCW Local 1360

"My stewards always look forward to receiving their copy of Steward Update -- they rate it first class." Peter Kerrick, President, OCAW Local 6-409

"Steward Update is timely and thorough. It's filled with information that just isn't available from any other source. We can't imagine getting along with out it." Sally Davies, President, AFSCME Local 1072

"Our people find the newsletter very informative and look forward to each issue." Jim Ferrano, Recording Secretary, UA Plumbers & Pipefitters Local 340

"I look forward to getting my Steward Update every couple of months. It really hits home on several issues happening at the Post Office. At the same time, it helps me deal with the stress and BS that comes with the job." Eddie Beaver, Steward and Chief Trustee, APWU local 130

"This [Steward Update] stuff is absolutely great for our stewards. You can't beat it. It's wonderful!" Daryl Eygabroad, President, IAM Lodge 1040

"Steward Update is a great source of practical advise and timely information for our local union leaders facing the challenges of today's workplace. We make sure that all of our stewards receive the newsletter." Peter Goldberger, Education and Mobilization Director, UNITE


Excerpted from The Union Steward's Complete Guide: A survival manual from the publishers of Steward Update newsletter by David Prosten. Copyright © 1997. Reprinted by permission. All rights reserved

Management Tactics in Grievance Sessions

A grievance meeting should be a fair exchange between the union and management. The equity principle, long recognized by the National Labor Relations Board, points out that you are not just an employee at these meetings. As the steward, the representative of the union, you are an equal. The problem, however, is that managers often behave in ways that stack the deck against the steward.

A Typical Scenario

Your supervisor schedules a grievance meeting for 3 p.m., just half an hour before you're due to leave work. You and the grievant meet in his office. He has you sit on low folding chairs, while he sits behind his desk. He starts talking about fishing, then spends time complaining about the economy. The phone rings. You finally get into the grievance when his secretary interrupts. Then the phone rings again. He finally gets interested in what you're saying and starts firing questions at you when the final buzzer rings to punch out.

What's Really Going On

Although this might seem to be just part of the game for the steward, it is important to understand what is going on and how it can work against you. As our scenario suggests, things to watch out for are:

-- Your physical relationship to management. -- Management efforts to get you off track. -- Interruption. -- Pacing.

It Doesn't Have to Be This Way

A handy rule of thumb is to ask yourself, "Would my supervisor treat another management person this way?" If the answer is no, then you should not expect to be treated that way. Here are some hints:

1. Physical surroundings. You should not be physically dominated by the supervisor -- him in a big, high chair behind a massive desk, for example, while you don't even get a place to sit and lay out your paperwork. 2. Small talk. A little chitchat is fine, but this can be used to distract you from the case at hand. Remind the supervisor what you are there for. 3. Interruptions. One interruption may be acceptable; more than that is just not necessary. Your supervisor would most likely have all calls held when meeting with another manager. He should do the same for you. 4. Pacing. Remember, this is not management's meeting only -- it's just as much the union's meeting. You, too, can control the pace. If your supervisor likes to ask questions, ask him one also. If he is the quiet type, then you can be quiet too.

Grievance meeting procedures aren't written in stone, and may develop because stewards allow them to. Asserting your rights as an equal will force the supervisor to take you more seriously. It will also help you to win more grievances.

-- From the "Presenting the Grievance" chapter