The final mistake some managers make in unionized operations is being unapproachable to both union leaders and their own employees. They avoid talking to union leaders. They may deflect employee concerns or issues back to union leadership. Often they will avoid responsibility for operational challenges by throwing up their hands and saying, “that’s what the contract says we have to do.”

Great managers are approachable to both union leaders and their teams. This is not just good for union relationships. It also makes the business run better and makes work much more enjoyable for everyone – including the manager!

We learned about two important concepts for being more approachable. The first was power distance. Whenever someone experiences power distance they will be less likely to share a concern or be completely honest with you. Your goal as a leader is to shrink that power distance gap. But how?

There are 3 key behaviors you must use to shrink power distance. The first is openness or creating the right space – being available to union leaders, making sure you welcome teammates, and just having good “curb appeal.” The second is understanding or creating the right feeling. This means actively listening and seeking to empathize and understand the other individual. Finally, you must support or take right action. You must be someone others can rely on – someone who walks their talk.

If you focus on these 3 behaviors you’ll shrink the gap – and have much better relationships with your union leadership and your team.