The Left of Boom Show

Healthcare Labor Disputes and Bargaining Challenges

LEFT OF BOOM SHOW — EPISODE DESCRIPTION Grant Pecor [https://www.millercanfield.com/GrantPecor] has been in healthcare bargaining long enough to know when a dispute is heading somewhere bad. He heads the labor relations group at Miller Canfield in Detroit, and he's currently eight months into a nursing strike that shows no signs of resolving. Phil sits down with him to work through what actually happens at the table and what employers keep getting wrong. THE STATE OF HEALTHCARE LABOR RELATIONS Pandemic burnout, a nursing shortage that predates COVID, and inter-union competition between the Teamsters and established healthcare unions have created some of the most volatile bargaining conditions Grant has seen. He explains why healthcare remains the single hottest organizing target in the country right now. INSIDE AN ACTIVE STRIKE Grant breaks down how a Teamsters unit treating a hospital negotiation like a UPS contract collided with a new ownership group trying to reset institutional norms. He gets specific: staffing ratio demands that look like worker protections but create operational traps, call-in abuse patterns embedded in unit culture, and what happens when a union digs in so deep there's nothing left to offer. WHAT EMPLOYERS MISS AT THE TABLE Ratification failures, the politics of helping a union save face, and the difference between what employees actually want and what their union is pushing. Grant's framework for separating real employee issues from agenda items wearing a disguise is worth the listen on its own. THE ORGANIZING LANDSCAPE POST-COVID The Starbucks wave is cooling. Higher ed and skilled trades are still active. Grant walks through where organizing is getting traction, why, and what the "bully model" tells employers about their actual exposure. THE FASTER CONTRACTS ACT Why putting a deadline on collective bargaining doesn't fix the problem. It just hands one side more leverage. Chapters 00:00 | Introduction to Grant Pecor and His Background 01:43 | The State of Healthcare Labor Relations 04:38 | Bargaining Dynamics in Healthcare 09:25 | Challenges in Healthcare Strikes 14:21 | Union Dynamics and Employee Relations 19:06 | Navigating Negotiation Politics 21:18 | Navigating Labor Relations and Bargaining Challenges 25:09 | The Evolving Organizing Environment Post-COVID 30:48 | Unions: Promises vs. Reality 34:46 | The Impact of Legislation on Bargaining Processes

Living Left of Boom: Where Do We Go From Here?

In this final episode, Michael VanDervort [https://www.linkedin.com/in/pbwilson/] and Phil Wilson [https://www.linkedin.com/in/pbwilson/] reflect on the key lesson of the Next 52 Weeks series: rebuilding your workplace culture after a union campaign is not a one-time project. The first year is critical, but the work of maintaining a healthy workplace never stops. They discuss the importance of continuously checking in with employees, developing frontline supervisors, and reinforcing a strong direct relationship between leaders and their teams. Culture must be sustained through habits, leadership development, and accountability to survive turnover and changing business conditions. The episode concludes with a reminder that the principles discussed throughout the series are not just about responding to organizing activity. They are about building and maintaining an extraordinary workplace over the long term. Takeaways 1. This is not a one-step program. 2. You want to create a great place to work. 3. The Next 52 weeks are a key time to get things right. 4. You can't let it die down. 5. You have to be constantly assessing your culture. 6. Earning the privilege of direct relationships is crucial. 7. It's easy to take your eye off the ball after improvements. 8. Culture is about how we act toward each other. 9. This is a way to live your life and build your company. Chapters 00:00 Introduction to the Wrap-Up Episode 01:19 Key Takeaways from the Series 03:29 Continuous Improvement in Workplace Culture 06:23 Assessing Employee Sentiment 08:25 Building Lasting Relationships with Employees 10:00 Sustaining Cultural Change Beyond Leadership 12:23 Creating a Legacy of Culture 14:19 Final Thoughts on Extraordinary Workplaces

Resolving Workplace Conflict Before It Escalates

In this episode of the Next 52 Weeks series on the Left of Boom Show, Michael VanDervort [https://www.linkedin.com/in/pbwilson/] and Phil Wilson [https://www.linkedin.com/in/pbwilson/] explore how organizations can improve workplace relationships by strengthening conflict resolution processes. The discussion focuses on why employees need to feel that workplace decisions are handled fairly and how unresolved disputes often become organizing issues during union campaigns. Phil introduces the victim–perpetrator–savior triad, a common leadership trap where managers try to solve conflicts themselves and unintentionally create new ones. Instead of acting as decision makers in every dispute, leaders should shift toward facilitating conversations that help employees resolve issues directly with each other. The conversation also examines dispute resolution systems such as peer review panels, grievance procedures, arbitration, and open-door policies, highlighting how organizations can create processes that reinforce fairness and trust. Ultimately, the episode emphasizes that effective employee relations depend on one key outcome: employees believing they were heard and treated fairly, even when the final decision does not go their way. Takeaways 1. Workplace conflict is inevitable, but escalation is not. 2. Employees primarily want a fair process when disputes arise. 3. The victim–perpetrator–savior triad can unintentionally worsen conflicts. 4. Leaders should facilitate conflict resolution rather than act as saviors. 5. Peer review panels and ADR systems can increase perceptions of fairness. 6. Union campaigns often highlight unresolved employee disputes. 7. Supervisors should avoid defensive reactions when decisions are challenged. 8. Encouraging employees to pursue dispute resolution channels builds trust. 9. Clear and transparent conflict resolution processes strengthen workplace culture. 10. Fairness and voice are central to long-term employee engagement. Chapters 00:00 Why Workplace Conflict Matters 04:04 The Victim–Perpetrator–Savior Conflict Trap 12:20 Dispute Resolution Systems and Peer Review 28:20 How Supervisors Should Handle Conflict 34:09 The One Mindset Shift That Improves Conflict Resolution

Cultivating Performance

SUMMARY In this episode of the Left of Boom show, Phil Wilson [https://www.linkedin.com/in/pbwilson/] of LRI Consulting Services, Inc. [https://lrionline.com/] and Mike Perkins [https://www.linkedin.com/in/mikeperkinshr/] of Frontline HR [https://www.frontlinehr.com/about] discuss the critical role of frontline supervisors in providing performance feedback. They explore the importance of training supervisors to effectively communicate with employees, the flaws in traditional performance review processes, and the necessity of regular feedback and encouragement. The conversation emphasizes the need for accountability, emotional intelligence, and the impact of positive reinforcement on employee engagement and workplace culture. LEADERSHIP TAKEAWAYS 1. Frontline supervisors are crucial for employee engagement. 2. Training is essential for supervisors to provide effective feedback. 3. Regular feedback should be prioritized over annual reviews. 4. Positive reinforcement is key to maintaining morale. 5. Accountability must be a two-way street between leaders and employees. 6. Avoiding difficult conversations can lead to bigger issues. 7. Performance reviews should not be a surprise to employees. 8. Emotional intelligence is vital for effective leadership. 9. Encouragement can significantly improve employee performance. 10. Supervisors should document feedback throughout the year. CHAPTERS 00:00 Introduction to Performance Feedback 02:57 The Importance of Frontline Supervisors 05:51 Training Supervisors for Effective Feedback 08:56 Creating a Positive Feedback Culture 11:52 The Flaws in Traditional Performance Reviews 14:50 Regular Communication and Accountability 17:52 Encouragement and Recognition in Leadership 20:43 Handling Low Performers 23:54 The Role of Emotional Intelligence in Leadership 26:54 Final Thoughts on Supervisory Practices

Creating a “Net Promoter” Culture: Activating Your Employees as Advocates

Summary In this episode of The Left of Boom Show, Phil Wilson [https://www.linkedin.com/in/pbwilson/] and Glenn Album [https://www.linkedin.com/in/glenn-album-b621207/] explore what it takes to build a net promoter culture, one where employees actively advocate for the organization, challenge it constructively, and help solve real problems. Rather than focusing on slogans or programs, the conversation centers on trust, inclusion, and everyday leadership behaviors that invite employees into ownership. A story from Glenn’s manufacturing experience illustrates the point. A complex operational issue was ultimately solved not by outside experts, but by a frontline employee who felt empowered to speak up. The takeaway is straightforward and uncomfortable for some leaders. Cultures strengthen when organizations treat employees as partners in problem-solving rather than as passive recipients of decisions. When that happens, advocacy follows. Key Takeaways 1. A net promoter culture is built on pride, trust, and employee advocacy, not perks or posters. 2. Employees closest to the work often see what leadership and experts miss. 3. Real engagement means inviting input before there is a crisis or campaign. 4. Collaboration across roles produces better solutions and stronger commitment. 5. Frontline voices matter when leaders make space for them to be heard. 6. Advocacy grows when employees feel ownership of outcomes, not just tasks. 7. Cultures improve fastest when disagreement is encouraged and handled constructively. Chapters 00:00 Creating a Net Promoter Culture 01:06 Activating Employees as Advocates Through Trust and Inclusion