Planning for Power
“Nothing counts but pressure, pressure, more pressure and still more pressure through broad organized aggressive action.”
—A. Philip Randolph, president, Brotherhood of Sleeping Car Porters
The model local union described in the previous section is a vision of a strong, effective local. From a vision, long-term objectives can be created — and from objectives, short-term goals are derived. But none of these can be achieved without a plan, a road map to the destination. That’s where the local union leader comes in. It is the leader’s task to look ahead with the aim of creating a stronger and more effective local.
Every local union officer has his or her own specific constitutional responsibilities (covered in Section 4, page 16), but the local union’s executive board has the collective responsibility to provide guidance and direction for the local.
To achieve the goals and the objectives and make strides toward the vision, strategic planning is required.
Why Do Strategic Planning?
- It forces you to ask and answer questions important to the union.
- It forces you to set goals.
- It forces you to set priorities and address issues in a timely, consistent fashion.
- It provides a framework for decision-making.
- It provides a basis for measuring performance.
- It becomes a vehicle for involving members in decision-making and achieving the local’s goals.
- It forces you to take a systematic approach and improve the way resources are used.
- It puts an emphasis on action instead of reaction.
- It provides a method to gain control over who you are and what you do as a union — and it gives members a belief that the union can accomplish things.
- It forces you to invest in the future.
Strategic Planning in Six Steps
- Set long-term goals.
Picture the local five years from now. Develop a workable list of around a half dozen long-range objectives that capture what you
want your local to look like.
- Translate long-term goals into short-term benchmarks.
Develop a number of achievable short-term goals or benchmarks that would lead toward accomplishing the long-term objectives.
(See below for some examples of “SMART” goals.)
- Set priorities.
Decide which goal you want to work on first by asking, “What is most important to the union? What is most urgent? Where can
we succeed? What are the union’s resources (time and money)?”
- Develop an action plan.
The action plan translates planning into doing. Its key components are:
What — list all the things that need to be done
When — develop a calendar with specific dates for achieving each task
Who — assign a person to be responsible for getting each task done on time
How — determine what resources are needed to accomplish each task
- Meet regularly to review progress.
Schedule meetings for accountability. Learn if anyone needs help and decide what assistance can be provided.
- Evaluate success or failure and set new goals.
Assess whether or not the goal was met. If not, ask, “What problems were encountered? Was the goal too ambitious? Was the plan not detailed enough?” Once the analysis of the goal has been completed, decide whether to proceed with the goal and any necessary modifications or to explore other options. Then review other goals that had been set at the beginning and determine which should be attempted now.
S.M.A.R.T. Goals
Specific Have a specific result or outcome to be achieved
Measurable Be able to quantify — and verify — the results
Assignable Determine who will do it
Realistic Offer a challenge that is within the power of the group to attain
Time-based Specify when the result will be achieved
Examples of Vague and SMART Goals
Vague
Increase the number of stewards in the Maintenance Department
SMART
Have the chief steward recruit and train three new stewards in the Maintenance Department by May 1
Vague
Improve communication with members
SMART
Appoint a three-member newsletter committee by April 1 to produce and distribute a two-page monthly newsletter,
beginning on June 1
Vague
Increase political involvement
SMART
Increase participation in the PEOPLE program to 25 percent by August 1
Vague
Improve attendance at membership meetings
SMART
Have each officer and each steward bring one new member to the August 15 membership meeting
From Goals to a Plan to Action
As described earlier, strategic planning is a six-step process: 1) set long-term goals; 2) set short-term benchmarks; 3) establish priorities; 4) develop an action plan; 5) regularly review progress; and 6) evaluate results and set new goals.
The most important of these steps is the development of an action plan. The plan should contain specific details of the tasks to be done, the deadline for their completion and who is responsible for each task. (See below for a sample action plan.)
SAMPLE ACTION PLANGOAL: A) To assemble and distribute an Employee Information Kit to all 180 members of the bargaining unit; and B) to create a system so all future new employees are given an orientation kit within five days of their date of hire. (See Appendix E for a sample kit.)
|
Task |
Deadline |
Person Responsible |
| Obtain an up-to-date list of all members of the bargaining unit |
April 14 |
Carol (secretary-treasurer) |
| Map and chart the location and shift of all bargaining unit members |
April 30 |
15 MAT leaders and Willah (MAT Captain) |
| Finalize make-up of MATs |
May 15 |
MAT leaders and captain |
| Develop or obtain materials for the kit |
|
|
| Letter from local president |
May 15 |
Rachel (president) |
| Local Constitution |
May 15 |
Julio (secretary) |
| Contract |
May 15 |
Dan (vice president) |
| Weingarten rights cards |
May 15 |
Maia (chief steward) |
| PEOPLE check-off cards |
May 15 |
Jeff (PEOPLE chair) |
|
List of local officers and stewards |
May 15 |
Mac (executive board member) |
| (with phone numbers) |
|
|
| |
|
|
| Local newsletters |
May 15 |
Jane (newsletter editor) |
| Assemble kits |
May 20 |
MAT leaders and captain |
|
Distribute kits to the 15 MAT leaders |
May 25 |
Willah (MAT captain) |
| Complete distribution to all members |
May 31 |
15 MAT leaders |
Involving the Membership
Union members have different reasons for getting involved in the union. Many are affected by a particular problem and want to help solve it. Some gain a sense of accomplishment from a worthwhile activity. Others are motivated to fight against injustice. And some get involved just because someone they trust asks them to help. Through strategic planning, creative thinking and consistent effort, union leaders can reach out to the rank-and-file membership and encourage greater involvement in union activities.
There are three significant rewards for local leaders who involve more members: 1) they can manage their own time more efficiently; 2)they cultivate future leaders; and 3) they are building a stronger local.
Increasing Participation
- Ask the member in person
- Let the member know his or her help is needed
- Tell the member a definite beginning and definite end to the job
- Ask the member to do something he or she does well
- Give the member a choice of jobs
- Tell the member how his or her job is part of the union’s overall effort to reach a particular goal
- Maintain accountability — encourage the member to ask questions and communicate about how the job is going
- Explain how the member’s work contributes to building a more effective local
- Connect the task to an issue or problem the
Delegating
- Match “talent to task” — choose a member who is capable of performing a given task, someone who has knowledge, experience and eagerness to handle the assignment
- Explain the objectives of the assignment, including the purpose of the job, the results expected, the role and authority being delegated and any timetables involved
- Provide the member with the resources and the authority needed to carry out the assignment
- Keep in contact with the member — to monitor progress, establish accountability and give the member a way to provide information and feedback
- Give credit and praise for a job well done
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